Management Consultancy

Management Consultancy has been written in response to the growing need amongst management consultants for reliable expert guidance.

Primarily developed as the official text of the MSc in Management Consultancy offered by the Management Consultancy Business School in collaboration with the University of Surrey, it will also provide invaluable guidance to everyday practice.

Management consultants, at all levels, now have a definitive reference which covers all aspects of their role and provides guidelines on best practice, expert contributions, helpful case studies, and a complete overview of the industry.

Management Consultancy, like the Postgraduate Programme that prompted it, explores the principles behind the application of specialized management techniques to the consultancy process. It also seeks to promote an understanding of the dynamics of the client-consultant relationship. Comprehensive in its coverage and full of practical advice, techniques and useful information, it is structured in seven key parts:

1. management consultancy today
2. the consulting process
3. managing the business of management consultancy
4. change management
5. concepts and tools
6. different fields of consulting activity
7. looking forward to the next century

Certified management consultants and those preparing for the qualification in the 25 different countries internationally where it is awarded, will find the text essential reading for their continuing professional development and certification.

It will be particular useful for consultants who are sole practitioners or who are with small firms that do not have access to the proprietary training programmes run by the brand name management consulting houses. It will be of equal interest and value to those working within the larger consultancies who are taking charge of their own careers and managing their own learning within a framework of career opportunity and professional development resources provided by their employers.

• Foreword by Barry Curnow
• Foreword by Brian O'Rorke
• Foreword by Peter Jarvis and Elizabeth Gluck
• Part 1 Management Consultancy Today
1. The Management Consultancy Industry
   Clive Rassam
• Introduction
• Definitions of Consultancy
• A Profession or an Industry?
• A Brief History of Management Consultancy
• The Structure of the Industry
• Accountacy-Based Firms
• IT Companies
• US-Based Consultanies
• Small- to Medium-Sized Independent Consultanies
• Actuarial Firms
• Business School-Based Consultanies
• Small Consultanies
• Sole Practitioners
• Suppliers from Outside the Industry
• The Industry Today
• Consultancy Markets and Suppliers
• The World Market
• The World's Largest Consulting Firms
• The European Consultancy Market
• The Largest Consulting Firms in the European Market
• The UK Market
• The Largest Consulting Firms in the UK Market
• Consultancy Profiles
• Andersen Consulting
• Ernst & Young
• McKinsey & Co
• KPMG
• Deloitte Touche Tomatsu
• Price Waterhouse Coopers
• Arthur Andersen & Co
• Mercer Consulting Group
• Towers Perrin
• Management Consultancy Institutions
• The Management Consultancies Association (MCA)
• The Institute of Management Consultants (IMC)
• FEACO
• The Future for this Industry
• References
2. Professionalism and Ethics
   Paul Lynch
• Professionalism
• Management Consultancy
• Conflicts of Interest
• Becoming a Certified Management Consultant
• Ethical Norms
• Ethical Guidelines
• The Principle of Vulnerability
• The Principle of Transparency
• Applying the Guidelines
• References
• Appendix A: Members of the International Council of Management Consulting Institutes (ICMCI)
• Appendix B: Ethics Questionnaire and Responses
• Appendix C: Code of Professional Conduct of the Institute of Management Consultancy (IMC)
• The Code of Professional Conduct
• Appendix D: Code of Professional Conduct of the Management Consultancy Association (MCA)
• Part 2 The Consulting Process
3. Consultancy in a Changing World
   Philip Sadler
• Introduction
• The Main Categories of Environmental Change
• Political Changes
• Economic Changes
• Short-Term Cyclical Changes
• Longer-Term Underlying Changes
• Social Changes
• Technological Changes
• Turbulent Environments
• Conclusion
• References
4. The Client-Consultant Relationship
   John Mulligan
   Paul Barber
• Introduction
• The Nature and Purpose of the Consultancy Relationship
• The Dimensions of Relationships
• The Expertize Offered and the Approach Used
• How Does the Relationship Actually Start?
• Who Is the Client?
• Phases of the Client-Consultant Relationship
• Preparing for Contact
• Orientation
• Identification
• Exploration
• Resolution
• Intervention and Roles
• Models of Intervention
• Consultant and Client Roles
• Technical Expert
• Counsellor
• Advocate
• Coach/Educator
• Researcher
• Facilitator
• Conclusion
• References
5. The Entry Phase
   David Hussey
• Introduction
• What Is the Entry Phase?
• The Purposes of the Entry Phase
• Understanding
• Relationship Building/Selling
• Contractual
• The Stages of the Entry Phase
• Agreeing the Brief and Its Scope
• Planning the Project
• Preparing the Proposal
• The Problem
• The Anticipated Benefits of the Assignment
• The Methods and Approaches the Consultancy Will Use
• The Results That Are Expected From These Approaches
• The Experience and Staffing of the Consultancy
• Experience and Capability of the Firm
• Professional Staffing
• Standard Terms and Conditions
• Professional Fees and Expenses
• Billing Arrangements
• Standard Terms and Conditions
• The Legal Implications of a Contract
• Presenting the Proposal
• References
6. Data Collection and Diagnosis
   Clive Rassam
• Introduction
• Analysis
• Routine Analysis
• Analysis of the Organizational Perspective
• Functional Strategic Analysis
• What To Do Next
• Reframing the Brief
• Data Collection
• Internal Data
• External Data
• Choosing Data Collection Methods
• Reading Reports and Documents
• Interviews
• Questionnaires
• Observation
• Establishing the Issues
• Diagnosis
• Diagnostic Techniques
• Five Competitive Forces
• Value Chain Analysis
• Benchmarking
• The Boston Matrix
• PIMS
• Strategy Evaluation
• Activity-Based Costing (ABC)
• The Delphi Technique
• Group Process Model
• The Pareto Principle
• Paired Comparision
• Force Field Analysis
• Critical Incident
• Research Methodology
• Conclusion
• References
7. Presenting Advice and Solutions
   Clive Rassam
• Introduction
• Back to Basics
• Consider Your Role
• List the Options
• Considerations to Note When Weighing Up the Options
• Coherence
• Realism
• Practicality
• Relevance to the Future
• Involve the Client
• Create Solutions
• Report Writing
• Make Sure It Is Needed
• Structure It
• Culture and Language
• Simplicity
• The Use of Graphical Material
• Giving Presentations
• The Format
• The Length and Content
• Visual Aids
• The Venue
• Preparation
• Conclusion
• References
8. Implementation
   Nick Obolensky
• Introduction
• What Is Implementation?
• Why Do Recommendations Fail to Be Implemented?
• The Quality of Formulation Was Weak — What and How?
• Weak Analysis and Too Narrow or Subjective an Opinion
• Focusing on Wants, Not Needs
• No Detailed Plan or Consideration of Consequences
• Unclear/Unconvincing For the Change — Why?
• The Politics and Power Consequences Have Been Misunderstood
• Psychological Aspects of the Change Have Been Ignored
• Insufficient Support Processes In Place
• Inflexibility
• Mistaking Compliance for Commitment
• Change Does Not Fit With Culture and Character
• Summary of Some Common Reasons for Failure of Implementation
• What Typical 'Techniques' Exist to Aid Implementation?
• Gain Ownership and Commitment
• Communication Strategies
• Workshops and Facilitation
• Large-Scale Intervention Techniques
• Benchmarking
• Maintaining the Importance of Values and 'Soft' Issues as well as 'Hard' Rationality
• Internal Focus Groups
• Summary
• Ensure Quality and Accountability
• 'Just Do Its' and 'Projects'
• Change Teams
• Communication Tactics
• Measurement Techniques — Soft Into Hard
• Summary
• Remain Flexible and Adaptable
• Do Nothing
• Change How You Do It
• Change What You Want
• Summary
• Encourage Learning and Development
• Team Learning
• Use of an Academy
• Use of JIT Training
• Attitude to Failure
• Summary
• What Is the Consultant's Role and What Skills Are Required?
• The Consultant's Role
• The Skills Required
• Formulation Skills
• Process Skills
• Educational Skills
• People Skills
• Leadership Skills
• Summary
• A Checklist for Consultants
• Summary
• References
• Part 3 Managing the Business of Management Consultancy
9. Consultancy Marketing Strategies and Tactics
   Martin Pollecoff
• Introduction
• Marketing and Some Important Definitions
• Direct Marketing
• The Advantages of Direct Marketing
• Yoy Are in Control
• You Cut Down on Risk
• An 11-Step Planning Programme
• A Word of Warning About Emotion and the Process of Planning
• Step 1: Business Mission
• The Competition
• Step 2: Business Objectives
• Step 3: Marketing Objectives
• Old Clients versus New Clients
• Why Bother with New Clients?
• Step 4: Marketing Strategy
• Step 5: Communication Objectives
• Step 6: Communications Strategy
• Step 7: Advertising Objectives
• Step 8: Advertising Strategy
• Some of the Ways in Which You Can Promote Your Consultancy
• Research
• Run Workshops
• Write Articles for Trade Magazines
• Speak at Conferences
• Start a Newsletter or Magazine
• Create Dining Clubs
• PR
• Direct Mail
• Use the Telephone
• Use the Internet
• Corporate Hospitality
• Work for Free
• Do Work that is Socially Important
• Advertise
• Produce Brochures
• Step 9 and 10: Creative and Media Strategies
• How to Allocate Your Budget
• Step 11: Contact Strategy
• Through Your Client's Eyes
• Developing a Strategy
• The Allocation of Budgets
• Making It Happen
• References
10. Finance and Control Issues
    John Kind
• Introduction
• The Basic Economics of Management Consulting
• The Economic Characteristics of Consultancy Business
• Note 1: Revenue
• Note 2: Salaries
• Productivity
• Cost Structure
• Critical Mass
• Project Profitability
• Financial Planning and Control
• Preparing a Budget
• Controlling the Business
• Project Management
• Planning
• Organizing
• Implementing
• Controlling
• Summary
• References
11. Managing Human Resources
    David Hussey
• Introduction
• The Balance of Knowledge
• Strategic Human Resource Management
• What Does Strategic Human Resource Management Really Mean?
• Structure and Culture
• Policies and Strategies
• Recruitment
• Development
• Performance Management
• Career Management
• Separation
• Reward and Remuneration
• Communication
• Health
• References
• Part 4 Change Management
12. Managing Organizational Change
    Philip Sadler
• Introduction
• Incremental and Transformational Change
• Incremental Change
• Transformational Change
• Recognizing the Need — Triggers for Change
• The Growing Recognition of the Role of People Factors in Business Performance
• Typical Change Objectives
• Structural Changes
• New Systems and Processes
• Cultural Changes
• Some of the Issues Involved in Changing Organizational Culture
• Managing Culture Change — Key Success Factors
• Vision
• Objectivity
• Willingness to Change
• The Implementation of Organizational Change
• Direct, Face-to-Face Communication
• Role Modelling
• Written Communications
• Human Resource Policies
• Investment in Training
• The Use of Symbolism
• Resistance to Change
• The Politics of Organizational Change
• Where to Begin
• Evaluating the Change
• Summary
• References
13. The Role of the Management Consultant in the Change Management Process
    Bill Critchley
• Introduction
• The Nature of Objectives in a Change Process
• Diagnosis
• The 'Expert' Role
• The 'Facilitator' Role
• An Emerging View of the Role of the Change Consultant
• Self-Organization and Emergence
• Facilitating Events
• Joining Meetings
• Meta Change Processes
• Enquiry
• Experimentation
• Integration
• A Case Study
• Choice and Influence in Our Roles
• References
• Part 5 Concept and Tools
14. Strategy Formulation Models
    Nick Obolensky
• Introduction
• What Is Strategy?
• Types of Formulation Models
• Matrix-Based Formulation Models
• Nmemonic/Letter-Based Formulation Models
• Issues/Themes Models
• Summary
• Traditional Approaches
• Igor Ansoff
• Kenneth Andrews
• External-Oriented Approaches
• Porter's Five Forces
• Porter's Three Generic Strategies
• the IMEDE HPV/LDC Matrix
• Porter's Value Chain Model
• The GE/McKinsey Shell
• The Five Cs and Five Ps
• The Market/Product Expansion Matrix
• The BCG Matrix
• Financial-Oriented Approaches
• Shareholder Value Approach (SVA)
• Value-Based Strategic Management (VSM)
• Internal-Oriented Approaches
• The McKinsey 7-S Framework
• Mintzberg's Idea on Strategy Creation versus Planning
• Competing for the Future
• Strategy Acceptance versus Quality
• Corporate-Level Strategy
• Emergent Strategies
• Hybrid Approaches
• SWOT Analysis
• Obolensky's Stakeholder Approach
• Ohmae's Three Cs
• Possible Roles of a Consultant
• Expert
• Facilitator
• Coach
• Summary
• Consultants' Checklist
• Summary
• References
15. Techniques, Methods and Models of Consulting
    David Hussey
• Introduction
• Different Approaches to Consulting
• Building a Practice On an Original Proprietary Approach
• Operationalizing Knowledge and Concepts
• Audits
• Proesses
• Tools and Techniques
• Human Resource Management
• 360° Feedback
• Psychometric Tools
• Competences
• General Management
• Discounted Cash Flow
• Benchmarking
• The Balanced Scorecard
• Other Techniques and Tools
• Developing Proprietary Methods
• Making the Most of Proprietary Approaches
• References
16. The Impact of IT on Consultancy Practice
    Kevin Long
• Introduction
• Framework Model of an IT Consultancy's Services
• Business View
• Function View
• Application View
• Infrastructure View
• Using the Framework
• Generic Model of an IT Consultancy's Services
• Strategy and Direction
• IT Solutions
• Solution Delivery
• Benefits Realization
• Review, Audit and Advisory
• IT-Related Issues
• Building Blocks and Components
• Systems and Architecture
• Enabling Technology
• Applications
• Innovation on the Internet
• Intranets, or Private Internets
• Extranets
• Internet Applications
• Information Delivery
• Outsourcing of IT Functions
• How Consultants Themselves Use IT
• Part 6 Different Fields of Consulting Activity
17. Small and Medium-Sized Firms
    Rosemary Harris Loxley
    Tony Page
• Introduction
• Why It Is Necessary to Shed Some Assumptions
• What Issues Leaders of SMEs Typically Want Help With
• A Practical Tool for Entering the Clients Thought Process
• Why Being Different Can Add to Your Impact
• Understanding Personal Agendas
• Helping People Find the Business Direction
• Growing the Leaders' Thinking Capacity
• The Business Performance Workshop Approach
• Moving Forward
• References
18. Consultancy in the Public Sector
    Michael G. Jarrett
• Introduction
• The Increasing Dynamics of Change in the Public Sector
• The Impact of Change Can Distort the 'Primary Task'
• The Case of a Local Authority in Transition
• Organizational Context
• Managing Strategic Dilemmas
• The Dynamics of the Strategic Apex
• The Dynamics of the Top Team
• The Dynamics of the Elected Members
• The Intergroup Dynamics
• The Implications for Organizational Consultation
• Challenges in the Consulting Process
• Understanding Organizations as Complex Adaptive Systems
• The Paradigm of Strategic Choice
• The Systemic Conflict Framework
• The Organization as a Complex System
• The Consultancy Process Differs in Emphasis
• The Role of the Consultant
• Conclusion
• References
19. Large Corporations
    Mike Jeans
    Tony Page
• Introduction
• Understanding Your Context and Role
• Identifying Your Sponsor
• Understanding Politics
• Managing Risk
• Programme Management
• Working with Counterparts
• Creating Conditions for Engaging People
• Shaping the Future
• References
20. Management Consultancy for Voluntary Organizations
    Pesh Framjee
• Introduction
• What Is a Charity?
• Constitutional Forms
• How Limited Is Limited?
• Governance Structures
• Regulatory Regime
• Accounting and Reporting
• Complying with the SORP
• Relationship with Accounting Standards
• Relationship with Other Legislation
• The Purpose of a Set of Accounts
• The Statement of Financial Activities — The Rationale
• Fund Accounting
• Operating Structures
• Charity Branches
• Autonomous or Not?
• Overseas Operations
• Other Issues
• Cost Ratios
• Taxation
• Conclusion
21. Consulting Internationally
    James Hall
• Introduction
• Going Global
• Andersen Consulting
• The History of Andersen Consulting
• The Satellite System
• The Global Network
• Conclusion
22. The Role of the Internal Consultant
    Margaret Neal
    Christine Lloyd
• Introduction
• Overview of Challenges and Contribution
• Why Might an Organization Opt for an Internal Consultancy Unit?
• The Specific Nature of the 'Internal' Role
• Skills and Competences
• Case Studies
• Career Paths and Opportunities
• Survival Techniques for the Internal Consultant
1. Suitable Support Networks
2. Balance
3. Physical and Mental Fitness
4. Continuously Learn
5. Tolerate Ambiguity
• Part 7 Looking Forward to the Next Century
23. Challenges and Prospects: A SWOT Analysis of the Consultancy Industry as It Approaches the Millennium
    Mick James
• Introduction
• Strengths
• Weaknesses
• Opportunities
• Threats
• Conclusion

An excellent book about management consulting. Contains in reality a lot of what an MBA will give you, but is in fact used in an M. Sc. in Management Consulting.