Read the summary and the most important questions on consultancy, organizational development and change | 9780749478636 | Julie Hodges

• 1 the nature and value of consultancy

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• 6 trends impacting consultancy which causes disruption:

  -Context: globalization of clients
  -Purchase: increasing use of multinational purchasing models
  -Resources: clients are deciding to staff more projects internally
  -Delivery: competition is now between firms and freelancers instead of between firms
  -Outcome: consultancy firms are in middle between advice and implementation
  -Margin: clients expect lower fee rates and higher value

• What is internal consultancy

  Organizations build their own internal consulting teams to address business issues themselves

• What are OD consultants?

  Large group of people for whom organization change is a priority
  OD was too rational and incremental, so now based on following values:
  - Facilitation of greater system awareness – increase knowledge of employees about the organization
  - Concern for capacity building and development of the organization
  - Consultants stay out of content and focus on process

• What is a good client?

  -Honest and willing to share information with employees
  -Open minded about potential change
  -A good manager
  -Focused more on results than the methods
  -Can partner with the consultant

• What clients are looking for in consultancy:

  - Expertise: knowledge they don't possess
  - Externality: external perspective
  - Extension: injection of extra resource
  - Endorsement: decisions can be legitimized

• Value management and differentiation

  -Value management: ability to understand where value is being created
  
  -Value differentiation: difference in value between different options

• 2 Roles and responsibilities of consulting

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• Service provider approach

  -Consulting provides temporary support for the client because organization doesn’t have expertise or resources
  -Advantage is that organization doesn’t need to employ additional internal staff
  -Drawbacks
  oSelf-diagnosing by the client – client not always aware of causes of the problem
  oConsultant isn’t involved in early decision making about the need for change

• Process or facilitative approach

  -Consultant is an expert in process consulting rather than specific content areas.
  -Consultant helps the client to understand the management and people processes in order for the clients to deal with the problem themselves.
  -The client owns the change and outcome – so more likely that it’s sustainable
  -Drawbacks:
  oClient may not perceive themselves as needing to be involved in diagnosis
  oClient may not have skills to engage in joining diagnosis
  oCan take longer to diagnose and implement a solution, and can be more expensive

• Consultancy for change approach

  -Requires a mix of consulting roles, focuses on:
  oBuilding and maintaining relationships.
  oContinuous learning – emphasis on learning from both failure and success
  oCollaboration – consultants and clients work together

• Role of the internal consultant

  -Trouble-shooter of minor and major problems that the organization faces
  -Sensors of the organization’s internal and external environment
  -Researcher-analyst – can draw attention to non-crisis situations
  -Coach and mentor – impact knowledge, motivation of employees
  -Implementation supporter – assisting managers to oversee implementation
  -Advisor and critic – challenging views of managers