Consulting Versus Outsourcing – Obtaining the Best Results Complimenting Culture and Behaviors

Consulting versus outsourcing – Obtaining the best results in complimenting the culture and behaviors of the organization
Consultant versus outsourcing to some is the same. Whether a company hires an independent consultant or a management service company to handle the transactional functions of a department Starting A Consulting Business Checklist or make recommendations, needs to ask. Does this change compliment the culture of the organization and what impact will this have on the behaviors within the organization?
Key factors for consideration in making good decision to How To Be A Better Management Consultant hire a new consultant or outsourcing group by asking:
• What are the job challenges and the diversity and complexity in the work?
• What communication will be effective between top management and employees, and between the employees themselves?
• What is the trust challenge that exists between employees and his or her managers and among the employees themselves? Is there a kind of trust, which enables free discussion, and an open-minded environment?
• What are the innovation challenges that can support the environment for creativity, problem-solving, new ideas, and sustained improvement?
• What are the social cohesion challenges and the substance of the interrelationships among the organization’s members, and to the extent, this interrelationship is featured by a sense of cooperation and solidarity (Carmeli).
People have emotions and feeling and the obligation of the organization is to instill a sense of belonging for the employees and create a culture that cares and has a clear company vision. If the organization has failed to set the expectations, the reality is management needs to take a hard internal look to understand the problem.
As an executive, who has been both a consultants and worked directly for organizations there are advantages for consultants and there are situations when hiring a consultant is not in the best interest of the organization.
When an organization is strategizing to cut cost or right size and the thinking is to hire a consultant to quantify or make recommendations, the missing element is whether the consultant is aware of the long-term strategies of the organization. A consultant fiduciary responsibility is establishing short-term strategy, which are aligned with the vision of the organization and needs to be seamless. The responsibility of both the consultant and senior management is to be open and transparent with information to generate the best fix for the organization. One has seen too many times when an entire department was outsources causing the loss of many good people. One has also seen the opposite when the problem was recognized and not addressed and the change not implemented.
Many times consultants or management companies generate a tabletop rendition of what he or she thinks is a fix but does not give enough time to understand the culture of the organization. Generating a quick fix is not the answer. What must be expected is sustainability. Acquiring a third party review and a plan for implementation is not good enough. What is required is the follow-ups with quantifiable steps to ensure that the changes take hold within the organization and become accepted and understood, becoming part of the culture.
Based on 30 years of experience in the service business it is understood that change is constant, but ignoring the culturally aspects of the business will only led to conflict. Tough decisions are never easy but need be made in a way perceived to be fair and communicated in a way that these tough decisions are understood. The goal is to maintain the credibility and integrity of the corporate culture. The reality is that to fix the problem without destroying all the value around the problem.
Embracing change requires three elements (1) clarifying strategic intent, (2) building the organization, and (3) shaping the organization culture. Leadership challenges is to galvanize commitment among the people within the organization as well as the stakeholders outside the organization to embrace change and implement strategies intended to position the organization for continued growth. The decision to hire the consultant needs to complement this corporate strategy and the consultant responsibly is to understand the objectives of the organization (Pearce).
The advantages of hiring a third party agency to evaluate and bring new ideas to the organization is understood, the challenge is developing the plan to compliment the strategic goals and vision of the organization and adds quality and value to the customer.
Carmeli Abraham (2005). The relational ship between organizational culture and withdrawal intentions and behaviors, International Journal of Manpower Vol. 26 No 2, Emerald Group publishing limited
Pearce Jack and Robinson (2004). Strategic Management: Formulation, Implementation, and Control, 9e, The McGraw-Hill Companies.

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