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Sample text
Team has to come from one firm only – it’s the interaction of specialist skill-sets that matters, not their provenance. In fact, some clients I talked to said quite explicitly that they’d prefer to carry the administrative and cost overhead of working with consultants from several companies than accept second-rate consultants simply for the ease of getting them from one firm. Why is integrated working so significant for the consulting industry? Because it will increasingly cut across the internal divisions within firms, and across the external divisions between firms.
Successful mentoring relationships will be more likely to occur at an individual-to-individual level. Successful specialist relationships will be more likely to take place at an organisation-to-organisation level – for example, a client will hire a consulting firm accredited in the software they wish to implement. Successful management relationships will be forged at both the individual-to-individual level (clients need to be able to trust the individual programme manager appointed because of the stakes involved and the visibility of the project) and the organisation-toorganisation level (clients also need to be reassured that the individual in charge, however experienced and competent, is backed-up by a structured and proven methodology for delivery).
Indeed, access to and ownership of intellectual capital remain, as Chapter 4 reinforced, central to a consulting firm’s success. Several factors have been driving consulting firms to invest in managing their intellectual assets more effectively: the need to eradicate operational inefficiencies; the availability of knowledge management technology; the fact that many clients have been making similar investments; and the need for consulting firms to strengthen their credibility by being able to demonstrate ‘codified’ knowledge.