OWNER'S CONCERN
|
BROWNSTONE'S RESPONSE
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Not convinced that the value of the
consulting engagement is worth the costs.
|
Commit to a value-added consulting model
that defines - with the client - the ROI of
the engagement.
|
Concerned about the potential "hidden
costs" that raise fees beyond what was
agreed.
|
Agree to a clearly defined project - including
fees - before starting the engagement.
|
Not convinced the experience of the
consultants is any better than what we
currently have.
|
Assign experienced practitioners to each
engagement.
|
Suspicious of being sold additional services
that are not needed or pressured to replace
current advisors.
|
Create an initial plan detailing the work
needed to produce the desired results and
include current advisors - when needed - in
the process.
|
Never really sure about the overall progress
that is being made.
|
Include client communication processes in
each engagement to help track progress
and measure results.
|
Tired of consulting projects that seem to go
on without end.
|
Avoid large scale strategy and change
efforts in favor of more targeted initiatives
that quickly produce results.
|
There is a growing need for general
management (rather than narrow
functional) perspective that addresses
complex business issues
|
Deliberately develop the general
management expertise needed to guide
owners throughout their business life cycle
and create partnerships who can provide
specific, technical insights as needed.
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