Specialised talent is a critical ingredient for organisational success, whether on the payroll or on a contract basis. Hiring a consultant can be a daunting decision—Do we need help? What help do we need? How do we decide? Can we afford it? Will we get the results we need?

Consultants are typically hired on a short-term contract basis and paid to produce results. This gives them an incentive to work quickly, be organized and produce high quality work. Since consultants have an independent working relationship with your organisation, they are able to talk freely and openly with people at all levels, collect and pull together good ideas, and provide objective insights, recommendations and support.

things to consider...

  1. Can we free up enough of our people's time to plan and execute this change?
  2. Has anyone on our team successfully delivered this type of thing before?
  3. How much value will be created by delivering results faster than we would on our own?
  4. Ask prospective consultants to address these questions in their proposal.
  5. If we do not believe a consultant will truly help us deliver breakthrough results, we won't hire them.

consultants help clients answer...

  1. What needs to change?
  2. What do we want to change to?
  3. How will we change?
  4. How will we sustain change?

certified management consultants

certified management consultants

The Certified Management Consultant designation is internationally recognized and respected in 45 countries, and is subject to reciprocity in these countries. Not only does this ensure certified members are committed to the highest standards, it means that all CMCs adhere to an International Code of Ethics.

CMCs are independent, objective, and able to get past an organization’s ‘self-diagnosed’ problems. They help clients identify underlying root causes to develop realistic solutions that have positive and sustainable impact.

Learn more about the CMC designation...


the future

Strategic clarity is the starting point—beginning with a clear sense of what's important, and why.

This can be as simple as making certain everyone understands the strategies guiding the organisation. Sometimes it makes sense to ensure strategies are current and defined in ways that support outstanding execution. The goal is executing strategy in ways that deliver breakthrough results.

what will it take?

Engaging people early and often—allowing them to embrace a future they help to create.

It can be tempting to take an approach based on, "Let's wait until we have something to show them". These types of choices can result in an unnecessary, resource intensive and time-consuming need for traditional change management efforts.

When people are asked to describe what is currently happening and what possibilities exist, they are more likely to feel valued and included. For example, asking a question like, "What would it take to make this work?" invites people inside the change process and channels resistance in highly productive ways. Simple steps like these can make a tremendous difference in how quickly change is embraced and results are delivered.

making it happen

Leading self and others—bringing change to life in ways that sustain results well into the future.

Continuing to involve people in the design and implementation of a change initiative may feel awkward and inefficient. Helping managers learn to focus on both technical and people issues is a highly efficient and effective technique when measured across the entire initiative, from inception to results. When people feel involved, they often surface opportunities to implement changes immediately and deliver results sooner. This type of approach builds commitment to sustain results well into the future.