Consulting Customers! Get Your Act Together

Bob Turek — Wed, 13 Feb 2008 15:00:00 +0000

I had a great conversation today with one of my mentors in the consulting business. He just got back from a trip to Europe assessing systems and processes of his multi-divisional client. They were impressed with the findings and suggestions because they fit well into the strategies of the firm. One of these strategies is to operate as “one”, as much as makes sense, in order to take advantage of synergies among the divisions- up to now the divisions have been operating as separate companies.

They love the consulting being provided; they see the value of having my mentor involved in their strategies. The problem is that they can’t seem to pull the trigger on the next phase of the project because they can’t get the multi-divisional executive team scheduled to sit down and make the “consensus” decision to go ahead.

My question, when these situations arise, is why isn’t there a standard business process to allow these types of decisions to be made more quickly? This sounds like a perfect business case for a PMO and governance board to be the key interaction point for outside consultants. The problem is that there has not been a reason, up to now, to have a standardized process affecting multi-divisional consideration of projects, tactics and strategy alignment.

Are you using consultants in projects that are high value? Do you have a way to quickly consider their suggestions and move ahead with projects? Do you use a PMO and governance board or something like it?

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Post from: EveryJoe

Consulting Customers! Get Your Act Together

EveryJoe » strategy alignment

Consulting Customers! Get Your Act Together