Since this is the inaugural blog posting of Westport Business Solutions' new website, I thought it appropriate to ask this time honored question, particularly as it relates to my colleagues in the consulting profession.
The world of management consulting has changed a great deal in the past two or three years. The size of the market itself is still huge - a recent Penn State University article estimated the market at $100 Billion of advisory services sold with IT, business strategy and enterprise advisory accounting for the majority of the business. However, while growth in the United States market has slowed, the number of smaller consulting practices is growing ever more rapidly. The reason for this is largely the effect of a slow economy and the displacement of an enormous number of management professionals who previously enjoyed corporate roles who are now trying to earn a living selling their experience and skills independently amidst a market dominated by established practices.
The complexities of the marketplace are exacerbated by the fact that most of these new independent practitioners have not had previous experience in a full time consulting role. Moreover, they are divided into what I have characterized as two distinct groups: the "administrators" who have spent a career processing management information and directing tasks to others, and the "skilled practitioners" who generally executed the required tasks.
The "administrators" as a rule are well versed in marketing themselves within the framework of a corporate culture and are experienced in networking to further their careers. The "skilled practitioners" have to date generally focused on the task in hand and are satisfied that their record of accomplishments represents a personal marketing statement in and of itself.
In the open consulting marketplace, "administrators" tend to establish a more dynamic presence and have deep networks that will open up a lot of doors to potential consulting opportunities. However, once opportunities have been identified, they simply do not have the practical skill sets that will allow them to effectively help their clients.
By contrast, "skilled practitioners" even though they have practical skill sets and experience to support the needs of clients and a track record to prove it, have historically had little exposure to actively marketing themselves as a compelling resource.
The consequent variety, volume and disparity of experience in terms of entrants has created a lot of "noise" in the market place, and, a bewildering set of choices for prospective clients who are in need of solutions.
So ......"How Did We Get Here?"....... Westport Business Solutions was founded on the premise that there were a large number of outstanding consulting professionals (the "skilled practitioners") in the market place who were not getting in front of the clients that really needed them because they did not have a sufficient "voice" in the market place. Yes, they had a website, but in truth it was usually a largely static site generating little traffic and most of their work was coming by way of referral.
Clients on the other hand were faced by a dizzying array of choice, but found that a lot of their time was wasted sitting through slick presentations that were found to lack substance once a few practical, probing questions had been asked.
Westport Business Solutions provides a platform for highly skilled and experienced professionals to bring their niche value propositions to the clients who need them. Clients benefit from a broader, but better refined choice and a confidence that they will be talking to practitioners who have the right skill sets to deliver the required solutions.
Here is a good place.
Nevil Ede CEO - Westport Business Solutions, March 8th, 2010
Want The Right Consultant? You Need The Mental Checklist
Thought this might be a useful mental checklist for clients who are considering employing a consultant for the first time. Moreover, I believe it is also just as relevant for all those actively seeking opportunities for consulting work. After all, a successful client/ consultant relationship is built upon both parties the asking of the right questions as well as providing truthful open responses. Only through this process can a successful, trusting relationship be established.
Each of these thoughts is voiced from the clients perspective, however, transposition for the consultant’s position and perspective is fairly straightforward.
The first questions a client should ask is of themselves. What do I want a consultant to do? What is the desired out come of this process both in terms of tangible and intangible deliverables? What is the desired timeframe from the project and what is the realistic budget?
At this point. some might argue that the questions asked of a consultant may vary given the source of the relationship I,e, a friend’s referral rather than an ad placement for example. My belief is that as in ”good friends make good neighbors,” good questions and good contracts make good professional relationships. Nothing in this checklist is offensive, inappropriate or unprofessional and all points at least bear consideration – besides it’s a “mental “checklist.
The Mental Checklist:
Did the consultant ask a lot of good, relevant questions during the first meeting? Had they done an appropriate amount of research?
Does the consultant have a formal term sheet documenting what you are going to pay for, how much and when? Does their engagement letter address warranties, confidentiality, ownership of information, non-compete, remedies, procedures to terminate the agreement and the law governing the agreement (e.g. The State of CT)?
Does the consultant have the appropriate credentials relevant to the area of their expertise? This includes both academic as well memberships in the Chamber of Commerce and a Better Business Bureau show that they are serious and are willing to stand up to scrutiny of others in their communities.
Is the consultant current on relevant technical and business related knowledge, legislation and practice? (Look at all the free sources on the Internet making sure that backgrounds are consistent and have true substance.)
Is the consultant objective when discussing the problem at hand and looking to be open minded and imaginative where necessary? (The converse to this is the consultant who searches for the client’s comfort zone and provisional decision, if any, during the course of the conversation and consistently seeks to ratify this as a fait accompli.)
Has the consultant performed this type of project before including those nuances which are of key import? Are they willing and enthusiastic to talk about these specific projects in an appropriate level of detail to support any assertions made? Are they willing to provide appropriate, direct references to support them?
Do you see yourself working with this person?
End Of Checklist
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After this there becomes a lot of subjectivity as to what can be gleaned from a first meeting. Appearance; demeanor; poise; likeability – these are good things but they are client specific.
In my opinion the best advice is meet with several consultants from different sources where possible. Candor on the part of both parties is the lynchpin of the selection/ acceptance process and it is important not to be seduced by the ridiculously low bidder, unless there is a very good reason given. Having said that, if as discussed at the top of this piece you have a budget, be honest and let the consultants work to it if possible.
At Westport Business Solutions we welcome clients who take the time and effort to make a considered decision on the hiring of consultants. We will even help them with the process. If we’re not the best option, we’ll tell you. If we don’t have the skill set and experience for a project, we’ll tell you.If a client does choose to select one of our service offerings, we welcome the opportunity to work together in the spirit of openness, candor and transparency which is at the core of all our long- term client relationships.
However, be prepared, we wrote the checklist and we do ask a long list of questions – you may find them challenging, thought provoking and sometimes surprising, but they will always be on point and with constructive intent.
Nevil Ede CEO - Westport Business Solutions, April 13th, 2010
