What is Management Consulting?

The world of management consulting, sometimes seems to be clouded with uncertainty and confusion, but may require the patience of Job and the Wisdom of Solomon, the serenity of Gandhi and Churchill's confidence, at the same time. It can also be the most rewarding experience outside the family that a person can have. Seeing the impact of a successful implementation project may have on an organization, even beyond the monetary rewards, makes the headaches and frustrations worth it. The experience of being part of something that affects not only their lives but the lives of many others to transcend the drudgeries of the week everyday work, and turn them into learning experiences and life that can rarely be heard in the world of employees companies. This makes it sound like a spiritual experience, and in some ways may be, if the situation is right. But it is more than being able to participate in a partnership between the consultant and the client that enhances the professional lives of both, and may, perhaps in rare cases, promote the welfare of society.

Management consulting is about the collaboration of two entities, the consultant and the client. The role of a consultant is not to be the 'all-knowing, ever seen' oracle, but that of a partner for the development of successful organizations. In many cases, the consultant can know going into a commitment that the solution for a client. But their task is not simply offer their perfect wisdom, collect a check and run. The role of a consultant is to listen to the customer first, to let them describe their concerns and problems. Many times, the concept or idea, which has the ultimate solution will be right in front of the customer, they just need to stand back and recognize. The gain experience through various consultants prior commitments can be called to help the client understand that the vision. As Gable (1996) suggests, "Learning a better understanding of the customer or client is a major purpose or the result of many consulting firms" (p. 1177). The role of a consultant as expressed by McLarty and Robinson (1998) is to "provide substantial expertise to the client and while doing so add value" (par. 11).

This role has changed somewhat over the years. Twenty years ago, the Information Technology sector, customers relied on consultants to tell them what their needs were, what they should buy, and how to implement it. Now it is to tell the consultant what their needs are. The consultant's task is therefore to filter through their objectives and determine if the management feel they want to go will actually arrive at your destination. The consultants are often called to act as a simple 'sounding board' for ideas that the client has. Their experience, understanding, and expertise allow them to assist clients in working through the many opportunities that are presented with.

References:

Gable, G. G. (1996). "A multidimensional model of client success when engaging external consultants." Management Science 42 (8): 1175-1198.

McLarty, R. and T. Robinson (1998). "The practice of consultancy and a professional development strategy." Leadership and Organization Development Journal 19 (5): 256-63....