Magoosh GRE


| March 4, 2015

The Consultancy Model:
As part of my academic development, I have moved towards an understanding that it is vitally important to exhibit to clients and employers receptiveness of the differences between the diverse and different types of consulting and a common understanding of the industry. It is evident that to recognise which segments and kinds of consultancy best suit a consultant’s own effectiveness is also imperative for a consultant’s professional succession. Amid the working method, there is a vital disparity which at first appeared confusing. For instance, enforcing an IT project in the public sector and making the technique actually work in a bank could be seen as somewhat ‘complicated’. This is particularly accurate, from the conventional job depiction, in this day and age as many jobs, which report as “management consultancy” are extremely remote (Biswas and Twitchell 2002). According to Adams and Zanzi (2005), consultancies are incessantly changing the nature of work they do, in a progressively aggressive job market, to make certain their revenues stay strong and I have found that this is an ever changing concept which I would need to stay ahead of. The employee requires attentiveness to diverse forms of work engagement if this is to transfer whilst preparing consultants to do website design, coding or preparing (Coombs and Hull 2007).
I found that there are three significant Consultancy models. First and foremost, is Ormerod’s Consultancy Model, which depicts seven points. That is, to research the context by understanding the atmosphere of the client organisation, negotiate the issues by defining scope and desired outcome and considering political and ethical issues, designing intervention process by identifying tasks, involvement of clients, consultant’s role, time scale and required resources, analysing the issues by gathering qualitative and quantitative data, advising on what can be done for success and assisting with implementation and reflecting on intervention.
Secondly, is the Seven Cs Consultancy Model by Mike Cope. Through this consultancy process he defines seven Cs, which are Client, Clarify, Create, Change, Confirm, Continue and Close.
clientupI have discovered that there are numerous ways to divide the consulting industry. Among them, primarily, is the ‘Business Model’ (this relates to enquiries such as; what is the organization structure and policy? How does it formulate capital?), this is the one I was able to appreciate in its foremost. Secondly, is ‘Service’ (e.g., what actions does the consultancy carry out for its customers?), fairly unadorned with complications and finally, ‘Sector’, (e.g., what do the organisations’ customers do?). At first this seemed another simple aspect to grasp, but when exploring the area further, I noted that customer understanding was a primary and significant part of appreciating the work of consultants. I have come to recognize the value of that questions such as these have.
In the ‘real’ world, the differentiations defined below are frequent, indistinct and identical (Sturdy & Sturdy 1997). I have noted that to ensemble a consultancies medium-term requirements, they have to respond swiftly to fluctuating markets and will alter their sector, service, and policy accordingly (McCabe and Wilkinson, 1998). Furthermore, I discovered that there are several long-term tendencies which emerge to be poignant within the entire industry: the mounting shortage of privately owned partnerships, the move away from tactic consultancy towards accomplishment work, the commoditisation of consultancy work and the growing influence of IT and audit consultancies (Sturdy 1997).
During my own journey of exploration, I was able to discover that whilst consulting companies makes decisions with regards to the many tangibles of the organisation (a decision unto what sort of customers the organisation will concentrate their efforts, how they prepare, what the consultants’ works will entail how they will gain capital?), it is important to diverge the business models of consulting organisations (Tuckman, 1994). In a number of surveys, a few presenting organisations would not be called a “consultancy”. For instance, I feel that a primary example would be where the consultancy associations would not be classified as internal consultants, service providers (contractors), and body-shoppers by management consultants. This would appear to simple be because they do not vend their services outwardly (internal consultants), they are not large enough (service providers), or they do not provide recommendation (body-shoppers).
During my examination of the consultancy model I was able to reflect with regards to several prestigious organisations (including Mars, IBM, Diageo and Microsoft), who utilise an internal group of consultants to carry out specific tasks. Internal consultants are groups of individuals, who engaged by an association, carry out precise consultancy services within it. I noted that with regular practice at comparable projects in divergent roles, organisations are inclined to expand their groups of internal consultants. According to Armbrüster (2006) rather than constantly expanding the number of external consultants, such obligations mean that it is more logical in terms of economics, to create a petite team of specialists. I therefore am conscious of the role of internal consultants who have a propensity to practice work that is less dissimilar to that of external consultants.
I have, however, found that there are two significant disadvantages in applying internal consultants: primarily, that an organisation will not be able to recruit a high calibre consultant, unless they pay a higher salary (Turner et al. 1996). Internal consultancy is frequently considered as not as much to not differentiate that much from an external consultancy and has fewer career-prospect scenarios. Therefore, I can ascertain that accomplished internal consultants are habitually tough to maintain. Latterly, since internal consultants regularly continue with similar alternative customer, they do not put up the equal depositories of talents and acquaintances that external consultants can body

obtain (Armbrüster 2006). I feel that this repeatedly entails that their worth to the company will diminishes over time and that they are both expenses and gains, for the consultant themselves. Particularly, during a downturn, I would consider that a steady, more protected job can appear more attractive (Kuiper & Thomas 2000).

Applying my knowledge to a Case Study – Ball Inc’s Internal Consultancy

During exploration, I was able to apply my appreciate my knowledge of the consultancy model within Ball Inc., a producer of meticulous ball-bearings. I noted that in 2000, with “lean” Japanese working methods, Ball Inc. visited an external consultancy in to assist in training the manufacturing staff. With a number of apparent advantages, Ball Inc decided to educate a number of staff to instruct any new employees that may join the company. As I would have expected, the change programme was a vast achievement, dipping expenses and ameliorating the products, so much so that the internal training group decided to extend the “lean” message to other sections which the consultancy did not intervene with. Five predominant individuals of the ‘group’ effectively broadened the guidance to other areas of the company.
Concurrently, Wharton (another manufacturer) approached the MD of Ball Inc with regards to the group. The MD allowed the group to assist Wharton with their consultancy issues and their matter-of-fact approach, and realistic method resulted in economic advantage. However, the Ball Co group requested a significant pay increase as they were now appointed to external companies, the MD of Wharton stunned at the progression made three of the group employment and the original external consultancy stated that the MD of Ball Co had violated the contract by marketing their methods to others.
Adams, S., and Zanzi, A. (2005). The Consulting Career in Transition: From Partnership to Corporate. Career Development International, 10 (4): 325–38.
Armbrüster, T. (2006). The Economics and Sociology of Management Consulting. Cambridge: Cambridge University Press.pp.102-138
Biswas, S., and Twitchell, D. (2002). Management Consulting: A Complete Guide to the Industry. New York: John Wiley & Sons, pp. 212-226.
Coombs, R., and Hull, R. (2007). BPR as “IT-Enabled Organizational Cha
nge”: An Assessment. New Technology, Work and Employment, 10 (2), pp.607-700
Kuiper, S. & Thomas, M.W., 2000. A Strategic Consultancy Model for Establishing a Center for Business Communication. Business Communication Quarterly, 63(2), pp.52–67.
McCabe, D., and Wilkinson, A. (1998). The Rise and Fall of TQM: The Vision, Meaning and Operations of Change. Industrial Relations Journal, 29 (1): 18–29.
Sturdy, A., 1997. The Dialectics of Consultancy. Critical Perspectives on Accounting, 8(5), pp.511–535.
Sturdy, A. & Sturdy, A., 1997. The Consultancy Process — An Insecure Business?, The Consultancy Process — An Insecure Business? Journal of Management Studies, Journal of Management Studies, 34, 34(3, 3), pp.389, 389–413, 413.
Tuckman A. (1994). The Yellow Brick Road: Total Quality Management and the Restructuring of Organizational Culture. Organization Studies, 15 (5): 727–51.

Turner, S., Robbins, H. & Doran, C., 1996. Developing a Model of Consultancy Practice. Educational Psychology in Practice, 12(2), pp.86–93.

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