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Do management consultancies improve business performance?

 
#1 Do management consultancies improve business performance?
26/05/2002 00:00

Kerry

I am completing a project, and the question asks 'has the growth of management advice consultancies improved the performance of business?' However I have been unable to find any practical examples to use, or a working definition of a guru and why they are need. Any help would be appreciated.

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#2 Re: Do management consultancies improve business performance?
27/05/2002 00:00

Brian

Don't have an answer to that - but I wonder if the growth of the ISO9000 audit culture shows any correlation to improvement of products and services?

My gut feel is that there is an inverse relationship.

Brian

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#3 Re: Do management consultancies improve business performance?
31/05/2002 00:00

Peter Green

I can honestly say that I have never undertaken a consultancy engagement at a client where ther have not been measurable performance benefits as a result. I applaud the use of results based fees being introduced in the US and I am sure that they will soon catch on here. If every consultant had to earn their fee from savings or performance improvements you wouldn't have to ask that question.

If you want evidence look for case studies with detailed savings in them (as opposed to bland statements). I have recently changed company so do not feel able to send you examples from previous employers but good examples do exist particularly in supply chain and procurement.

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#4 Re: Do management consultancies improve business performance?
07/06/2002 00:00

Ghost

Surprised you need to ask the question. The answer should always be yes and if the answer is no then the firm is not a management consultancy.

My own personal definition of a consultant is a party who adds value and knowledge to a company in a professional and engaging way. Thus anyone who doesn't doesn't class as a consultant,

In terms of benefit, I also have never undertaken a project where there has never been measurable benefit. How can you run a project when you have no deliverable? The deliverable is what in the final analysis performance is measured against, and the quality of journey is something that makes people return to you.

As an example we recently did some work for a large manufacturer/distributor (very well known). Turned them around, saved them circa £9 million for one operation alone and then worked with our client to win a major project with one of their previously dissatisfied customers. So pleased were both parties with our performance that our involvement in the client/customer project became a contractual obligation for both parties.

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