As opposed to traditional task-based consulting you perform tasks to create deliverables at a competitive (-ly low) price. You are perceived as a necessary expense, but an expense nevertheless. The focus is tactical. These are the steps we take wherever they take us to. The plan is rigid and the outcome is dubious.
In value-based consulting you focus on improving the client’s condition both organisationally, professionally and personally. The focus is strategic. We want to achieve specific results, and together we figure out what the best way is to get there. The outcome is set and the plan to get there is flexible.
Traditional consulting requires an army of consultants (outsourced labourers really) to do the work. Clients demand improvement from the consultants in a “take care of this for me fashion”, but not from their own people. All in all, clients expect the consultants to produce results. That is impossible because the consultants are not decision-maskers.
In value-based consulting there is only one consultant working with the client’s implementing team. That is correct. Clients demand improvement from their own people (the implementing team), and the team is allowed to invest the support of a consultant. Clients expect their own people to produce results with the help and support of the consultant.
Organisational Provocateur, Tom "Bald Dog" Varjan of Dynamic Innovations Squad works with professional service businesses that struggle to communicate and to get paid for the true value of their services. His web site offers a broad range of free tools and resources for professional service firms both gigantic and microscopic. Visit his site at http://www.di-squad.com.
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Article Submitted On: September 26, 2004
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