| Why use a change management consultant? This | | | | and for the "wrong" reasons. |
| is a very good question because unless you are | | | | 3 reasons for seeking any sort of external |
| very clear about exactly what sort of help you | | | | assistance |
| need I would just simply say don't! | | | | (1) Development - via some form of knowledge |
| Key factors | | | | transfer, education or training |
| There are a number of factors that will have a | | | | (2) Diagnosis - problem identification, definition and |
| bearing on how you approach using a change | | | | recommended solution |
| management consultant - or in determining | | | | (3) Delivery - implementing a solution to a |
| whether you even should do so. | | | | business need to realise a business benefit |
| ~ Your objective - the deliverable you are | | | | Consultancy - including change management |
| seeking. [See comment below re 3 fundamental | | | | consultants - is only one source of provision for |
| motivations]. What do really want? An answer or | | | | each of these reasons for seeking outside |
| solution that (a) you can implement or (b) | | | | assistance. Other options in addition to or instead |
| someone else can implement for you? A solution | | | | of using a change management consultant are: |
| and the knowledge and means to be able to | | | | - Information sources via the internet |
| replicate it yourself in future? | | | | - Training courses and building in house capability |
| ~ Your company's size. The smaller you are the | | | | - Non-executive directorships |
| more you need to maximise the leverage of your | | | | - Business mentoring |
| budget. The difficulty you have is that you need | | | | - Peer group input and support via various |
| the knowledge and expertise but you can't | | | | business forums |
| generally afford to pay someone else to do it. | | | | - Interim management - an excellent option for |
| The larger you are the greater the temptation | | | | medium and larger companies with over 500 |
| and tendency to take the easy way out and pass | | | | employees |
| the problem on to external consultants - rather | | | | - Contract resource - similar to interim |
| undertaking the diagnosis yourself which is part of | | | | management but situation specific rather than |
| what senior management are paid to do and | | | | functional specific as per interim management |
| training your own people and/or where necessary | | | | Recommendations |
| hiring interim external support. | | | | If your requirement includes "development" - via |
| ~ Your budget - this is usually closely related to | | | | some form of knowledge transfer, education or |
| the size of your organisation. Thus the larger you | | | | training - then for the small to medium sized |
| the easier it is to "throw money" at the problem | | | | enterprise [up to 500 employees] internet |
| with external consultants but avoid taking the | | | | sources, training courses and peer group support |
| difficult steps to resolve the real issue. The | | | | is the best option. For larger enterprises an interim |
| smaller you are the greater the tendency to be | | | | or contract resource or a smaller bespoke change |
| reluctant to spend any money at all and to just | | | | management consultancy is the recommended |
| "muddle through". | | | | route. |
| ~ Your situation - what stage you are at with | | | | A requirement that includes "diagnosis" - problem |
| your change initiative. | | | | identification, definition and recommended solution |
| - "We've done the strategic review, so... how do | | | | - is best met via a non-executive or some form |
| we do this and make it work...?" | | | | of business mentoring via trade or business or |
| - "We know what we're doing and we know what | | | | government sponsored agencies for smaller |
| the issues are... we just need some extra flexible | | | | enterprises. The recommendation for medium and |
| resource to help get it delivered on time..." | | | | larger enterprises with over 500 employees is for |
| - "We're up and running, and - we're up to our | | | | an interim or contract resource or a smaller |
| necks in alligators..." | | | | bespoke change management consultancy. |
| ~ Your knowledge base - do you know anything | | | | A requirement for "delivery" - implementing a |
| about change management and change | | | | solution to a business need to realise a business |
| leadership? Where would you be positioned on a | | | | benefit - for a smaller enterprise is best met via a |
| change management maturity model? Do you | | | | non-executive or some form of business |
| know what you don't know? | | | | mentoring via trade or business or government |
| ~ Your company culture re using consultants - | | | | sponsored agency. The recommended option for |
| this will have a considerable influence on your | | | | larger enterprises is via an interim or contract |
| attitude to and propensity to use any form of | | | | resource. I would not recommend using a change |
| external assistance. A "positive" attitude may | | | | management consultant resource unless it had a |
| make it a more acceptable option but increase | | | | proven record of change initiative delivery as well |
| the likelihood of it becoming the "default setting". | | | | as diagnosis. |
| A "negative" attitude may preclude the possibility | | | | |