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I have seen many changes in my forty years as a professional management consultant, especially in the organization change and management improvement practices. My specialty is applying data technology for the benefit of the business. In the 1960s and 1970s, we created details systems from the ground up to satisfy user needs. It was clear that users could not envisage how IT could really advantage the organization. So a lot of our worth was in helping customers define and understand the major final results the company had to create and then in designing the full man-machine answer to produce better results. We did not implement the program, we implemented the techniques and procedures to boost outcomes utilizing the program.

Then in the 1980s, items began to alter. Application packages speedily replaced custom development. This lowered the price of a quality program, but it also developed a gap among the program and the business.

Because he no longer created the method, the expert, who understood the enterprise, had to dig deep to recognize the functionality of the package to apply the advanced attributes that enabled the business to enhance. The expert who understood the package did not realize the company and saw his function as explaining use of program.

For consultants, employing the application package to enhance the business was difficult and risky. The risk had to be contained, so the approach became system implementation to convert a defined portion of the existing enterprise over the new system.

So consultants chased the new organization opportunity in packaged program implementation. It started with the big audit consultants, whose approach to consulting tended to parallel the approach to auditing--use junior staff to follow methodologies and create deliverables.

Consulting firms created methodologies for program organizing, program evaluation and acquisition, and program implementation. The techniques had been executed by junior consultants, who no longer needed the analytical capabilities and enterprise knowledge of past specialists.

Methodologies began to spread to other facets of consulting like strategic organizing, and so on. In the 1990s a new wave came in business process re-engineering, producing new organization transformation methodologies. These methodologies concentrated on the company, but avoided IT, since enterprise change could be executed swiftly, and IT alter was notoriously slow. This created a gap the other way among the business and the program.

Then integrated applications systems were relabeled as ERP systems and proclaimed to employ industry best practices that would automatically resolve the difficulty. A lot of consultants supported a distinct ERP package implementation, so then program arranging and system evaluation and acquisition methodologies favored that package to bring in the enormous implementation revenues.

But, ERP technique implementation employed the identical implementation methodologies that concentrated on conversion of existing data, enterprise guidelines, and practices. Employing industry best practices essential sturdy user effort beyond what the consultants offered.

In recent years, there have been exposes of the troubles with management consulting. Books have been written about the bad practice that also created inside management consulting firms.

Much of the professionalism has gone out of management consulting. What do we have to do the bring professionalism back into consulting, particularly for organization alter and management improvement consulting.

This is one of the concerns we have been discussing at the Organization Modify Forum, in order to define troubles with standard techniques and find out breakthroughs in enterprise management.

We need to have to employ a new management consulting model that requires change by each the enterprise employing consultants and the management consultants and consulting firms. The enterprise need to have the capability to manage its personal development and manage the achievement of advantages. The consultants need to get away from employing rote methodologies, and return to professionalism to perform in partnership with the enterprise.

The new consulting model involves the following components on the part of the enterprise:

o Structure the enterprise to define and manage precisely what the enterprise should do to be effective

o Structure enterprise capital to manage all capital utilized to produce enterprise success

o Install a professional capability to manage enterprise investments and development applications

The new consulting model involves the following on the portion of consultants:

o Assist the enterprise understand and strategy the worth to be produced by modify and improvement to offer the return on the investment

o Work with the enterprise in partnership to create precisely-defined worth

o Supply proven specialists with analytical capabilities and specialty expertise

o Leverage the enterprise teams to make enterprise items and improvements. Do not do something that the enterprise can do itself

o Work with the enterprise by means of to utilization of improvements for benefit and return on investment

o Do not implement data systems, implement the enhanced process that incorporates the system

o Do not give consultant deliverables for assessment. All documents are accepted enterprise knowledge and records. There is one particular consultant deliverable, shared enterprise achievement

Management consultants need to have the new model to get rid of the old problems and danger in gaining advantage from company modify and management improvement. Only when we have a way for the enterprise and their consultants to perform with each other in partnership for measured good results, will we have a way for consultants to return to the professionalism of old. the infographic consulting business services consulting business services