{"id":57474,"date":"2023-01-05T14:00:17","date_gmt":"2023-01-05T19:00:17","guid":{"rendered":"https:\/\/consource.io\/?p=57474"},"modified":"2024-04-08T07:23:10","modified_gmt":"2024-04-08T11:23:10","slug":"travailler-avec-des-consultants-familiers-est-ce-une-bonne-chose","status":"publish","type":"post","link":"https:\/\/consource.io\/fr\/is-working-with-familiar-consultants-a-good-move\/","title":{"rendered":"Travailler avec des consultants familiers est-il une bonne chose ?"},"content":{"rendered":"

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Ah, the age-old question in the business realm: when confronted with a new project, should you waltz with the devil you know (work with familiar consultants) or tango with the devil you don’t?<\/p>\n

Metaphors aside, the quandary of whether to stick with familiar consultants or venture into the wild and seek a fresh face is as perplexing as deciding whether to reuse that slightly crinkled gift bag for the fifth time.<\/p>\n

Yes, you’ve read that right – consulting decisions<\/a> and gift bag re-use, both life’s most existential debates.<\/p>\n

When you’re on the brink of a new venture, it’s tempting to retreat to the safety of working with familiar consultants you\u2019ve worked with before. In all honesty, it\u2019s a comforting embrace of the consultant who already knows you spill coffee every Monday team meeting, yeah?<\/p>\n

However, change might beckon with the allure of new insights and energy. But, as with all things, there are pros and cons to both paths.<\/p>\n

Whether you’re leaning towards revisiting old relationships or are ready to swipe right on a new consultant, there are some vital questions and considerations to bear in mind.<\/p>\n

Do You Want with Familiar Consultants Who Already Know Your Business and Style?<\/strong><\/h2>\n

Consultants with whom you\u2019ve worked in the past has already done the necessary research to understand your company. They will understand your values, your core beliefs, and the fundamental information that shapes your company.<\/p>\n

This means that they will already have a solid understanding of how all of those things will shape the project that you want done, which makes them more likely to be successful the first time.<\/p>\n

They also will have existing relationships with the members of your company, which will make working with them easier.<\/p>\n

Working with familiar consultants on a regular basis will improve your ability to effectively communicate what you want from them. The individual relationship with each consultant isn\u2019t cultivated overnight.<\/p>\n

\"Work<\/p>\n

In fact, you\u2019ll start working on this relationship when you hire a consultant for the first time. If you like a consultant\u2019s style, you can cultivate them into a fully informed and regular consultant for your business with a minimum of effort.<\/p>\n

On the other hand, a consultant who is familiar with your business and your style won\u2019t necessarily bring the fresh new ideas to the table that you\u2019re looking for.<\/p>\n

After all, taking a chance on a different consultant will give you the opportunity to interact with someone new and benefit from the talent that he or she brings to the table.<\/p>\n

What Is the Consultant\u2019s Area of Expertise?<\/strong><\/h2>\n

As with any other profession, there will be consultants who are more skilled in some areas than others. When you work closely with consultants, you\u2019ll learn quickly where their specific skills lie.<\/p>\n

Over time, you will learn when it\u2019s best to call in a particular consultant who has the skills necessary for the task at hand and when it\u2019s better to look to a different consultant.<\/p>\n

You should always choose the consultant with the best skills for the job, rather than allowing yourself to stay with the old and familiar, simply to avoid needing to go through the proposal process.<\/p>\n

A returning consultant will need less input from you, but a new consultant will be more likely to come back to you for feedback.<\/p>\n

After the job has been outlined, a returning consultant will be able to get down to it. This means that your time is freed to deal with other issues, while the consultants take care of the job that you hired them for.<\/p>\n

There might be less frequent communication as you hire the same consultant more often, which can be both good and bad.<\/p>\n

Moreover, as you develop a relationship with consultants, you\u2019ll learn what information they need to work, without quite as much supervision.<\/p>\n

On the other hand, this does mean that they are more likely to assume that they know what you want, right up until the final product is handed over.<\/p>\n

If you\u2019re not satisfied, it may mean that you have a delay while you wait to see the changes.<\/p>\n

Is Your Business Edging Close to Becoming Overly Dependent on a Specific Consultant?<\/strong><\/h2>\n

While there’s undeniable value in a trusted advisor who knows your operations inside out, it’s worth pausing to consider the potential risks.<\/p>\n

Operating on the whims of one consultant can create vulnerabilities, especially if they realize the sway they hold.<\/p>\n

Diversifying your consultant base can act as a safeguard against sudden price surges or unforeseen drops in service quality.<\/p>\n

Moreover, while your familiar consultants can bring known advantages, new consultants offer fresh insights, approaches, and expertise.<\/p>\n

Entertaining the idea of occasionally broadening your consulting circle can introduce you to a wider range of beneficial perspectives, ensuring your business remains adaptive and forward-thinking.<\/p>\n

\"Look<\/p>\n

In most situations, it’s wise to request quotes from multiple consultants before committing to one. This not only guarantees you a competitive price but also a broader perspective on potential solutions.<\/p>\n

However, certain circumstances\u2014like a follow-up project, a niche skill requirement, a minor task, or pressing timelines\u2014might warrant a direct go-to with a trusted consultant you’ve previously worked with.<\/p>\n

The key is discerning the right circumstances for each approach, ensuring that your company remains both strategic and flexible in its decisions.<\/p>\n

Conclusion<\/strong><\/h2>\n

In the vast landscape of consultancy choices, there’s no universal “right” or “wrong”\u2014only what’s right for your unique needs at a given time.<\/p>\n

Reverting to familiar consultants can certainly offer comfort and ease, but consistently doing so may hint at a reluctance to venture out or an inclination to take the path of least resistance.<\/p>\n

The essential point is to discern the situations where familiar faces truly serve your best interests. Pitting them against new entrants isn’t discourteous; in fact, with their deeper understanding of your business, they already have a head start.<\/p>\n

Ultimately, the aim is to ensure your company selects consultants with both intent and insight, rather than out of mere habit.<\/p>\n

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familiar consultants familiar consultants familiar consultants familiar consultants
familiar consultants familiar consultants familiar consultants familiar consultants
familiar consultants familiar consultants familiar consultants familiar consultants<\/p>\n

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With Consource<\/a>‘s AI-powered matching tool and our exclusive database of consulting firms, you’re not just finding consultants; you’re securing the best fit for every project, every time.<\/p>\n

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Examinez les aspects strat\u00e9giques d'un partenariat avec des consultants que vous connaissez bien. D\u00e9couvrez les avantages potentiels de l'exploitation des relations et de l'expertise \u00e9tablies, tout en examinant les inconv\u00e9nients susceptibles de d\u00e9couler d'un manque de perspectives nouvelles. Travailler avec des consultants que l'on conna\u00eet bien est-il vraiment un choix prudent ?<\/p>","protected":false},"author":4,"featured_media":58902,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"

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Ever wondered how to take a potentially impactful consulting project<\/a> and send it spiraling down into oblivion? No? Neither have we, at least not intentionally. But humor us for a moment.<\/p>

While we'd never genuinely advocate for the sabotage of any consulting endeavor, by exploring the myriad ways projects can go awry, we can better understand how to avoid these pitfalls.<\/p>

And yes, sometimes, consultants can be the wrench in the machine. So, as you dive into this light-hearted (yet deeply insightful) guide, remember: it's all in jest, but the lessons are very real.<\/p>

1- Let\u2019s Make a Mess of These Needs<\/strong><\/h2>

The first step to ruin your consulting project is to make sure the needs are vague or unclear.<\/p>

Aim for the Moon or Jupiter<\/strong><\/h3>

Consultants brag they are the best and brightest professionals. Let\u2019s put them to the test. Setting unrealistic expectations is the cornerstone of a failed consulting project. If you are really sneaky, define objectives that look realistic, but are not in reality.<\/p>

The consultants won\u2019t be able to deliver but they will blame themselves! That\u2019s always better than blaming yourself, right?<\/p>

Doesn\u2019t this contradict what I wrote in my last blog post about core competencies and sourcing capability? Yes, it does! Thank goodness we can learn from failure then. We all love surprises on our invoices, don\u2019t we?<\/p>

Don\u2019t Define Deliverables or the Timeline<\/strong><\/h3>

Another huge mistake that some inexperienced companies do: defining exactly what results they expect, and under which form. If you really want to get the consultants lost and generate frustration on both sides, don\u2019t include deliverables in your RFP. And if you are really a gambler, don\u2019t include them in the contract either.<\/p>

Remember, expectations are everything. If you don\u2019t know what the consulting firm is doing on your behalf, how will they? If you give them a vision of where to go or deliverables that make sense for your company, then consulting project success would be assured!<\/p>

Don\u2019t Identify and Involve the Main Stakeholders<\/strong><\/h3>

Another great way to make sure the consulting project is going nowhere is to make sure the main stakeholders are not identified nor involved. The worse that could happen is for you to build a consensus over the objectives of the project, and to have the main stakeholders embrace the project.<\/p>

Think to not inform your teams about the purpose of the project and how it will unfold. Worst-case scenario, you will probably be able to delay the project.<\/p>

2- Never Work with the Right Consultants<\/strong><\/h2>

A consulting project is doomed to succeed if you are working with consultants that have the right skills and experience. They will probably help you solve your needs the right way\u2026or worse deliver them on time. And this happens quite often, sadly.<\/p>

Don\u2019t Establish a Profile\u2026. Just Go By Instinct<\/strong><\/h3>

Consultants are clones. They look the same, they have the same background, the same experience field. They have worked on the same projects, in the same industry.<\/p>

Why should you care about working with the right guys? They are all the right guys. Or are they? Let\u2019s take the last one you worked with. Not the same expertise required ? Who cares.<\/p>

Never Look for the Right Chemistry<\/strong><\/h3>

Don\u2019t listen to the naysayers that tell you to assess the fit with a Consultant before hiring them. You can choose the Consulting Firm with the best name or the fanciest office.<\/p>

Don\u2019t listen to the Consultants and don\u2019t ask yourself if you could work with them. Even better, choose them on paper only or grade the proposal with a set of 6-face dice.<\/p>

Cookie Cutters are Not Only for Baking<\/strong><\/h3>

Consultants hate to develop customized methodologies and solutions. Client is not king. The Consultant should decide on the what, how and when. You are supposed to listen respectfully and just agree with them and never asked for customization.<\/p>

This is just how Consulting is working, get used to it. Besides, that\u2019s your best bet to have a project that doesn\u2019t fit your needs.<\/p>

Make Sure There\u2019s No Plan B<\/strong><\/h3>

During the sourcing phase, be dismissive of the second-runners. Be the bad guy. An angry consulting firm will most probably refuse to take on a project if the first attempt has failed.<\/p>

3- Please Don\u2019t Manage Your Consulting Project<\/strong><\/h2>

You didn\u2019t have all the latitude to derail the project during the sourcing phase? Don\u2019t worry, you can still make it during the project.<\/p>

The More It Changes, the More It Is the Same<\/strong><\/h3>

The life of a project will be sprinkled with twists and turns. Embrace the changes in scope whether they come from your teams or the consultants.<\/p>

Never ask about the potential on the workload and the price before you make your decisions. Everybody loves to have a surprise when receiving an invoice.<\/p>

Don\u2019t Ask Consultants for Input During Meetings<\/strong><\/h3>

The last thing you want when consulting firms are working with management teams is an open dialogue about their needs and direction. No one likes surprises in consulting projects but this really takes it too far doesn\u2019t it?<\/p>

Why not get rid of all consultant feedback right from the start by simply asking them if they have any questions before every meeting\/presentation instead of letting them provide some valuable insight into improving results?<\/p>

You Are Not the Captain of the Ship<\/strong><\/h3>

You might think: \u201cMy house, my rules\u201d. But you got it wrong. If you take control of the project and manage the consultants, your project has a fair chance to succeed. Is it really what you want?<\/p>

Why not let the consultants take over? They will make sure that the project follows their agenda.<\/p>

Two Heads Are Always Better Than One<\/strong><\/h3>

If you have been around a bit, you know that the worse thing that can happen to a project is to have several persons in charge. You don\u2019t want the project to deliver in time and quality?<\/p>

Forget about the governance. Who needs a Steering Committee today? Besides defining roles and responsibilities might actually help the consulting team to identify who to talk to. Don\u2019t do that.<\/p>

Play It Loch Ness Monster<\/strong><\/h3>

Consultants tend to be very smart. They might see through you and understand you are the mastermind behind the project. They will come to you to get answers and get things to move forward.<\/p>

Don\u2019t make yourself available, don\u2019t manage the team. The Partner in charge wants to meet you? Avoid him. The good news is that you will be able to blame the consultants anyway.<\/p>

Make Sure the Upper Management Doesn\u2019t Commit<\/strong><\/h3>

Another key failure factor for a project is the lack of commitment of senior executives. If they support fully the project, you are doomed: your project has very high chances to go through and be successful.<\/p>

When senior management is committed to a project, your teams tend to welcome the consultants and work closely with them. This is so wrong.<\/p>

Cooperation Rhymes with Treason<\/strong><\/h3>

Working openly with consultants is a sure way to give them all the levers to succeed in delivering high-quality work. Forbid your teams to cooperate with the consulting teams.<\/p>

Threaten and punish if necessary. You cannot afford to give the consultants the information they need to achieve your goals.<\/p>

4- And a Little Bonus: Always Bring Your Hidden Agenda to the Project<\/strong><\/h2>

This solution is best for Executives with a plan. If you really want a project to fail, you can pretend to agree with the objectives and the choice of consultants, and then do everything to make sure you choose the consultants that will push your agenda, and not necessarily deliver on the expectations of the rest of the ream.<\/p>

The True Takeaway: A Serious Guidepost Amid the Jest<\/strong><\/h2>

While our playful guide might hint at what not to do, its underbelly reveals essential truths. Selecting the right consulting firm requires an acute understanding of your own needs.<\/p>

Whether you're charting strategic waters or diving into execution, a tailored fit with your consultant is non-negotiable. Seek those who can pivot between hands-on assistance and adept project management.<\/p>

From the inaugural day, sculpt the project with crystal-clear expectations and timelines; it's not just about ensuring success, but also stewarding your resources effectively.<\/p>

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With Consource<\/a>, access seamlessly best-in-class practices, a comprehensive template library, and state-of-the-art project management tools. Empower your teams to elevate every project, ensuring outcomes that exceed expectations. Choose Consource; choose unparalleled consulting excellence.<\/p>

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