Daimler Chrysler's Consulting InfoBase

Many companies complain that their internal consulting landscape is jagged and fragmented.They have no systematic way to deal with consultants and cannot identify the ones they have already worked with or learn what fees were charged for which benefits. Furthermore, consultants receive acclamation without any type of evaluation, which leads to the uncontrolled diffusion of consulting projects and consultants. Because of unmanaged commissioning, different consulting firms may work in one company on the same problems in a wasted opportunity to bundle consultants' services.

Obedience to the Unenforceable

Can you articulate a personal code of ethics? Our management consulting as sociations and firms have their ethical codes. Many of their members commit to them annually by quickly signing a statement agreeing to abide by their code’s provisions. I have done this myself, recognizing that this was the same code I had agreed to for several years running and so just appending my signature. There was no need to read it; if it was valid when I joined, it must be valid still.

Opportunity or Siren Call

TEN YEARS AGO, Jerry, Clifford, and I talked strategies over a long lunch. Jerry was a solo consultant. Clifford had two other partners in his consulting firm, plus several dozen contract employees. Clifford and his first partner were both Ernst alumni, while their third partner came from Deloitte. Nobody had a better view of their businesses than me, since I sat on both their boards. Rather than tease you with suspense, may I divulge now that Jerry’s personal income in 2004 was $12 million?

15 Pitfalls for the Client Advisor

Serving clients requires constant vigilance. Although we are forced as consumers to tolerate personal computers and software that constantly mal function, we know that a single mistake during a client engagement could seriously damage—or at worst, end—a client relationship. Here is a compendium of what I have found are some of the most common pitfalls for professionals who work with clients:

A Sensitive Political Situation

The newly appointed president of the subsidiary of a Fortune 500 company requested my assistance in analyzing the performance of two customer relations departments. One was a retail operation that reported within his local portfolio; the other was a commercial unit located in the president’s building that reported directly to his counterpart at corporate headquarter s on the East Coast . He was concerned with the performance of these two units.

Accelerating the Close

I have a consulting colleague who claims that cows don’t give milk. If you think about it, he’s right. Cows don’t give milk. You have to take it from them.

Are We Placing Too much Faith in Trust

We all learn that trust is fundamental to successful consulting. While the reputation of your firm might get you a seat at a client’s table, winning the client’s business comes down to your people—their knowledge, experience, energy, and commitment. A personal relationship can also be important if things go wrong. No amount of run¬ning back to check who is responsible for what in the contract will help when a client encounters a problem, but knowing the project manager well and being able to trust that he or she has the client’s best interest at heart may well diffuse an otherwise tense situation.

Are You Prepared for the Consultant’s Nightmare?

CHANCES ARE, you could be the consultant in the fol-lowing scenario:<br /> Your expectations for the client are high as the engage-ment begins. Work gets under way as with most jobs, and you proceed much as expected. But try as you might, you cannot satisfy this client. In similar circumstances, other clients have been pleased with your recommendations. Not this time. This one wants more. And more. The scope of the engagement increases. The client dismisses your efforts to discuss a fee adjustment.

Been There, Done That? Don't Do It Again!

You’ve built up your experience over the years and your good reputation precedes you. Now, new clients call you. One even called today to tell you about his need. It sounded all too familiar. You just completed an assignment like that. Been there, done that numerous times. You’ve got the solution already in your hip pocket. Right?

Behavioral Economics- Where Does It Fit In?

This column is about a compelling new technology that many management consultants will want to understand and apply in their work. Let me know if you don’t agree