When to Hire or Not Hire a Consultant Getting Your Money's Worth from Consulting Relationships
When to Hire—or Not Hire—a Consultant:Getting Your Money's Worth from Consulting Relationships is a hands-on, practical guide for anyone thinking about hiring a consultant to set strategy, solve problems, increase profits or revenue, develop new products, open new markets, or improve efficiency...
| Autores principales: | , |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Berkeley, CA :
Apress
2013.
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| Edición: | 1st ed. 2013. |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009469272906719 |
Tabla de Contenidos:
- Introduction; Why We Wrote This Book; How We Wrote This Book; The Outline of the Book; The Industry; Why the Growth?; Trends in Consulting Growth; International Expansion; Size of Consulting Firms; Types of Industries that Use Consulting; Manufacturing; Public Sector; Healthcare; Telecommunications and Entertainment; Other Industries; Types of Consulting; Types of Consultants: Different Business Models; Contractors and Interim Managers; Types of Consulting; Management Consulting; Information Technology; Program and Project Management; Operations; Outsourcing Advice; Financial; Strategy
- Business Process ReengineeringHuman Resources; Environmental and Sustainability Consulting; Summary; Origins; A Brief History of Consulting; Postwar Boom; Changes at the End of the Twentieth Century; The Twenty-First Century; What It Takes to Become a Consultant; Certifications; Career Paths to Consulting; How Consultants Build Their Business; What's a Manager in Need to Do?; Summary; ROI; ROI Calculation; Categories of Gains; Cost Reduction; Cost Avoidance; Risk Reduction; Revenue Increase; Capacity Increase; Cash Flow Increase; Understanding Types of Gains
- Calculating Gains from Sales TrainingCalculating Potential for Revenue Increase; Case Example: Bruno Builders; Consulting Costs; Direct Costs; Hidden Costs; Payment Structures for Costs; Putting It All Together: The ROI Spreadsheet; Calculating the Return on Investment: An Example; Proposal # 1; Proposal # 2; Proposal #3; Other Information for All Options; The Best Choice; Paying for the Consultant; Payment Options; Financing Options; Summary; Mistakes; The Decision Rules; Bad Reason #1: To Replace, Repair, or Enhance a Survival Skill; The Typical Excuses
- But, Survival Skill Mistakes Are Too Costly . . .But, Objectivity Is Needed . . .; But, There Is Not Enough Time . . .; But, Consultants Are Flexible . . .; Other Survival Skills That Consultants Cannot Supply; Bad Reason #2: To Provide or Repair a Skill or Knowledge that Cannot Be Trained; Leadership: An Untrainable Skill; Personality Theory; Emotional Intelligence Theory; The Faulty Mechanics of Leadership Training; Other Untrainable Skills; Bad Reason #3: To Validate an Initiative that a Company Already Plans on Doing; Consultants as the Bad Guys; Consultants as the Good Guys
- When Executives Hire the ConsultantWhen Middle Management Hires the Consultant; Bad Reason #4: When a Company Is Looking for a Quick Fix; Benchmarking and Best Practices as Quick Fixes; Quick Fixes Do Not Offer Long-term Differentiation; Quick Fixes Do not Allow for Sufficient Research; A Quick Cover-up for Poor Performance; Bad Reason #5: The ROI Will Never Work Out, But You Go Ahead Anyway; Bad Reasons #6-9: The Company Does Not Have Time, Resources, or Abilities to Effectively Form and Manage the Relationship; The Internal Resources Needed Are Too Great; The Deliverables Are Unclear
- Define the Problem-As Best You Can
