THE IMPLEMENTATION PHASE OF A CONSULTING PROCESS
THE IMPLEMENTATION PHASE OF A CONSULTING PROCESS
The implementation phase is the FOURTH phase of the consulting process. The basic purpose of any consulting assignment is to implement changes that are real improvements from the client’s point of view.
Implementation is easy where the consultant and the client collaborated closely during the earlier phases, as the client can rarely reject proposals that are the product of joint work.
Implementation works well if corrective measures were taken immediately on issues emerging at earlier phases before the proposals have been finalized.
In planning an assignment and negotiating a contract, the client and the consultant should not forget to define what they mean by “implementation” and “results”. If the consultant is developing and helping to introduce a customized information system, for example, it should be clear what operations have to be completed and what parameters have to be achieved before the system can be regarded as fully implemented. The definition should also be as precise as possible in defining the roles to be played by both the consultant and the client in the implementation phase. If this is not done, it may be impossible to determine who is responsible if implementation stalls.
In an action-learning programme – it may be viewed as increased competencies of the participants, approval of the proposals developed in action-learning teams or the completion of all the change measures proposed. Definition of learning material to be delivered by the consultant may also be vital.
It may be difficult to reach agreement on when a very complex project, such as a business restructuring or turnaround, should be regarded as completed. However, the failure to clarify these questions early is a frequent cause of misunderstanding between consultants and their clients.
The general trend in consulting is to involve consultants in
The implementation phase is the FOURTH phase of the consulting process. The basic purpose of any consulting assignment is to implement changes that are real improvements from the client’s point of view.
Implementation is easy where the consultant and the client collaborated closely during the earlier phases, as the client can rarely reject proposals that are the product of joint work.
Implementation works well if corrective measures were taken immediately on issues emerging at earlier phases before the proposals have been finalized.
In planning an assignment and negotiating a contract, the client and the consultant should not forget to define what they mean by “implementation” and “results”. If the consultant is developing and helping to introduce a customized information system, for example, it should be clear what operations have to be completed and what parameters have to be achieved before the system can be regarded as fully implemented. The definition should also be as precise as possible in defining the roles to be played by both the consultant and the client in the implementation phase. If this is not done, it may be impossible to determine who is responsible if implementation stalls.
In an action-learning programme – it may be viewed as increased competencies of the participants, approval of the proposals developed in action-learning teams or the completion of all the change measures proposed. Definition of learning material to be delivered by the consultant may also be vital.
It may be difficult to reach agreement on when a very complex project, such as a business restructuring or turnaround, should be regarded as completed. However, the failure to clarify these questions early is a frequent cause of misunderstanding between consultants and their clients.
The general trend in consulting is to involve consultants in