An article at CFO.com, provides due diligence activities prior to hiring a consulting firm.
Despite the high price tag, consulting engagements don’t always result in successful deliverables, and it is incumbent upon buyers to both shop wisely and manage the arrangement carefully.
Unfortunately, (or fortunately), just about every professional relationship starts on a task basis, as the client assesses the skills, personality, and manner of the expert, checking not only for technical expertise but also for cultural fit and simple “like-ability.” When you hire an accountant, doctor, or auto mechanic, you’re not looking for a relationship the first time out. You’ve got a problem and you want it fixed…now.
I view it as climbing a ladder. Each rung is a step toward a consulting relationship. When you do a good job you get to move up to the next rung. And when you reach the top, you become a trusted advisor, the epitome of the consulting profession.
This article though closes with an idea that has been a persistent sticking point for consultants and their clients: conflict of interest.
Another trend taking hold in the industry is the blending of consulting and outsourcing services, as more companies that launch outsourcing initiatives seek consulting help as part of the deal — and as vendors that once specialized in outsourcing offer high-level IT consulting services, and vice versa. That’s true not only for IT-driven projects, but also for a range of business processes, from human resources to finance to various links within the supply chain.
Conflicts of interest, one-size-fits-all solutions, or technology “bigotry,” in which consultants think that their job is to convince every client to use their favorite technology or service, are all examples of less-than-stellar integrity.
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