Index

Index

academics, and consulting services

accreditations, 2^nd

adding value, 2^nd, 3^rd

administrative tasks

advantages of consulting

advertising consulting services

advisors, role of

ambiguity of language

approach, rejecting engagements owing to

appropriate work, ethics of performing

approvers as clients

associate networks

availability for engagements, 2^nd

rejecting owing to

avoiding client dependency

bias

client biases in creating deliverables

in client relationships

and data collection

books, writing and publishing

boundary setting, planning a consultancy engagement

branding

and client relationships

on deliverables

and ethics of necessary work

and intellectual property

budgetholders as clients

budgets

and the economics of consultancy

and organisational change

rejecting engagements

selling consultancy, 2^nd, 3^rd

business advisors, 2^nd

business development

and chargeable client work

and the propose to win stage, 2^nd

business ethics see ethics of consulting

business leaders, compared to consultants

buying consultancy

client’s explicit needs for

client’s perspective on

hidden grounds for

call centres, and the phase in change lifecycle, 2^nd

focusing the engagement

and process consulting

career consultants, 2^nd, 3^rd, 4^th

economics of consulting

change after engagement end

coherent and complete prerequisities for

identifying and overcoming resistance

change implementation

change lifecycle, 2^nd, 3^rd

change management

chargeable time, 2^nd, 3^rd

chargeable utilisation

client interface, 2^nd, 3^rd

client needs

avoiding dependency

buying consultancy, 2^nd

and the engagement process, 2^nd, 3^rd

lack of clarity of, 2^nd

making yourself indispensable to

selling consultancy

underlying issues

challenging client’s perception of, 2^nd

framing a proposal, 2^nd

client organisations, 2^nd

and client relationships

differences between clients and, 2^nd

totally avoiding

and zero impact

see also stakeholders

client relationships, 2^nd, 3^rd

closing the engagement, 2^nd

confidence in consultant’s recommendations

and consulting services

developing long term, 2^nd

developing networks

focusing the opportunity

good consultants and

length of consulting projects

obstacles to selling consultancy

selecting clients

value of to consultants

client satisfaction

client staff, 2^nd, 3^rd, 4^th

and intellectual property

managing relationships with

planning consulting engagements

resistance to change

working with consultants

client-centric consulting, 2^nd, 3^rd, 4^th, 5^th, 6^th

and client relationships, 2^nd

client’s change process, 2^nd

client’s operational process, 2^nd

closing the engagement

engagement process, 2^nd, 3^rd

awareness of consultants

change process, 2^nd, 3^rd

clarifying who the client is, 2^nd, 3^rd, 4^th

closing the engagement, 2^nd, 3^rd

next steps, 2^nd

collecting information about, 2^nd

collusion and expert or process consulting

constraints put on engagements

and consultancy networks

counselling and collecting

difficult, 2^nd

duty of care to

ethical responsibilities

expectations of

giving credit to

identifying good consulting clients, 2^nd

juggling multiple tasks, 2^nd

operational process, 2^nd, 3^rd

partnerships with

perspective on buying consultancy, 2^nd

positioning services with

primary (real) clients, 2^nd, 3^rd, 4^th

and rejection of engagements

avoiding certain clients

in client’s best interest

not in client’s interest

poor opportunities

resistance to change

and sustainable change

and trust, 2^nd

typical set of, 2^nd

understanding personal interest

closed questions

closing the engagement, 2^nd, 3^rd, 4^th, 5^th

art and science of, 2^nd

change after, 2^nd

and client’s next steps, 2^nd

and criticisms of consultants

determining the end

identifying and overcoming resistance

coaching, 2^nd, 3^rd

coherent change prerequisities

collateral damage, risk of, and consultancy engagements

collect, delivering consulting engagements, 2^nd, 3^rd, 4^th

collecting information about clients, 2^nd

collusion, and process consulting

commence, delivering consulting engagements, 2^nd, 3^rd

commencing engagements, 2^nd

commercial interest, conflict with ethical guidelines

commercial terms

rejecting engagements due to

and business language

and client relationships

planning and executing communications

and process consulting

skills, 2^nd, 3^rd

communication wheel

listening, 2^nd

companies see consulting organisations

comparative advantage

competency, 2^nd, 3^rd

competitive differentiation

competitive situations, selling consultancy in

competitors

and commercial interest

winning the engagement

conferences, presenting at

confidence, in consultant’s recommendations

confidential information

ethics of handling

conflict

different clients/stakeholders, 2^nd

ethical dilemmas

conflicts of interest, 2^nd

confrontational questions

consider, delivering consulting engagements, 2^nd, 3^rd, 4^th

considering recommendations, in the engagement process, 2^nd

consultant needs

consulting approach

consulting organisations

economics of consulting

see also large/major consultancies; small consultancy companies

consulting services, 2^nd

developing the right services

and intellectual property

phase in the change lifecycle

positioning with clients

see also service lines

contracting with the client

contractors, 2^nd

contracts, 2^nd

contractual terms in proposals

cookie cutter approaches

counsel and collect, delivering consulting engagements, 2^nd, 3^rd, 4^th

counsel and consult, in the engagement process, 2^nd

creating deliverables, 2^nd, 3^rd, 4^th, 5^th

creativity, and process consulting

credibility, converting competency into

criticisms of consultants

cross selling, 2^nd

culture

and client relationships

and data collection

delivering consulting engagements

CVs, 2^nd, 3^rd

damage limitation exercises

data collection, 2^nd

quantitative/qualitative

sources of data

and success/failure of engagements

days of work per year

decision makers, focusing the engagement

decomposition, and data analysis

deliver to satisfy

deliverables

checking by clients

client perspective on

closing engagements

and coherent change prerequisities

delivering communications

delivering consulting engagements, 2^nd, 3^rd, 4^th

collect, 2^nd, 3^rd, 4^th

commence, 2^nd, 3^rd

consider, 2^nd, 3^rd, 4^th

and the consulting approach

counsel and collect, 2^nd, 3^rd

create, 2^nd, 3^rd, 4^th

deliverables and closing the engagement, 2^nd, 3^rd

demand creation

desirable needs

difficult clients, 2^nd

duty of care of consultants

economics of consulting, 2^nd

billing and invoicing, 2^nd, 3^rd

chargeable client work

chargeable time, 2^nd, 3^rd

and client relationships

daily rates, 2^nd, 3^rd

expenses, 2^nd, 3^rd

see also budgets

effective communication

employees

compared with consultants

of major consulting companies, 2^nd

engagement management process

engagements, 2^nd, 3^rd, 4^th, 5^th

availability for, 2^nd

rejection owing to

check points in

and client’s change process, 2^nd

and client’s operational process

closing, 2^nd, 3^rd, 4^th, 5^th

constraints put by clients on

delivering, 2^nd, 3^rd

knowing when to say no

maximising consulting opportunities

and process consulting

propose to win stage, 2^nd, 3^rd, 4^th

finding, 2^nd, 3^rd, 4^th, 5^th, 6^th

focusing, 2^nd, 3^rd, 4^th, 5^th, 6^th

framing, 2^nd, 3^rd, 4^th, 5^th

value adding, 2^nd, 3^rd

enterprise resource planning (EPR)

environmental factors, delivering consulting engagements

ERP (enterprise resource planning)

essential consulting jargon

ethics of consulting, 2^nd, 3^rd, 4^th

avoiding client dependency

client responsibilities

client’s perception of issues

closing the engagement

conflicts of interest, 2^nd

and consulting services

ethical dilemmas

handling confidential information

and legal issues

and multiple clients

next steps plans

only doing necessary work

performing appropriate work

rejecting engagements

excellent communication

expectation setting

expenses, 2^nd, 3^rd

expert consulting, 2^nd

and process consulting, 2^nd, 3^rd, 4^th, 5^th

comparing and summarising

switching between

and communication skills

delivering consulting engagements, 2^nd, 3^rd

exploratory questions

external consultants

finding opportunities to sell, 2^nd

facilitation, 2^nd, 3^rd, 4^th

role of facilitators, 2^nd, 3^rd

see also process consulting

facilitation workshops

fact finding questions

feedback

delivering consulting engagements

from communications, 2^nd

feedback loops, in the engagement process, 2^nd

financial clients, 2^nd, 3^rd

financial services sector

finding opportunities to engage, 2^nd, 3^rd, 4^th, 5^th, 6^th

awareness of client needs

building and managing networks

client awareness of consultants

findings

and recommendations

first impressions, and client relationships

and availability

in client relationships

closing the engagement

and consulting services

working as a consultant, 2^nd

focus on clients

focusing the engagement, 2^nd, 3^rd, 4^th, 5^th, 6^th

client’s underlying issue

consultant needs and capability

identifying good clients

likelihood of winning

follow up questions

framing the engagement, 2^nd, 3^rd, 4^th, 5^th

client issues, 2^nd

writing a proposal

freedom given to consultants

functional knowledge, and consulting services

generic skill sets, and consulting services, 2^nd

goals of communication

good consultants

government organisations

graduates entering consultancy, 2^nd, 3^rd

groups as clients

handling confidential information

hidden client needs, 2^nd

how?, in the communication wheel, 2^nd

human resources (HR) consultancy, 2^nd

hypotheses

and data collection, 2^nd

and necessary work

implementation consulting, 2^nd, 3^rd, 4^th

implementation planning, 2^nd, 3^rd

implementation

and the client change process, 2^nd, 3^rd

independence of consultants, 2^nd

independent consultants, 2^nd, 3^rd

and client needs

and consultancy networks

independent viewpoints

individual client managers, and the ethics of consultancy

individual managers, choosing not to work with

individuals as clients

industry sector, and consulting services

informal network building

innovation, and process consulting

intangible deliverables

and the consulting approach

planning the consultancy engagement

intellectual capital

and consultancy networks

intellectual property (IP), 2^nd, 3^rd

and deliverables 1287–8

differentiating with

interim management, 2^nd, 3^rd

internal consultants, 2^nd

engagement process

and selling work

internet research

interviews, and data collection

IP see intellectual property (IP)

issues, client’s underlying

challenging client’s perception of

framing a proposal, 2^nd

jack of all trades, positioning consulting services as

and deliverables

essential consulting

questioning unfamiliar

reasons for using

of specific industries

journal articles, writing and publishing

know what and know how

knowing when to say no

signs of a poor opportunity

what to reject, 2^nd

knowledge

and consulting services

intellectual property

and stakeholders, 2^nd

labelling, positioning consulting services

misuse of common terminology

see also communication; jargon

large/major consultancies

and client needs

consulting services

delivering consulting engagements, 2^nd

earnings and benefits

and intellectual property

and operational processes

selling consultancy

and selling work

service lines and client needs

working for, 2^nd, 3^rd

leadership consultants

leadership skills

leading questions

learning opportunities

closing the engagement

and process consulting

length of consulting projects

lifecycle, phase in the change, 2^nd

lifestyle, 2^nd

limitations of simplification

line managers, compared to consultants, 2^nd

listening, 2^nd

live engagements

loaded questions

long term client relationships, 2^nd, 3^rd

major consulting companies see large/major consultancies

management

engagement management process

managing compared with consulting

management consultants

reasons for negative perceptions of

reasons for wanting to be a consultant

differences from other roles

managers

choosing not to work with individual

compared to consultants, 2^nd, 3^rd

and consultancy engagements

consultants interacting with

consulting services for

ethical responsibilities

line managers, 2^nd

mandatory needs

and client awareness of consultants

maximising consulting opportunities

media format, and deliverables

meetings

planning consulting engagements

and process consulting

mentoring, 2^nd

mergers and acquisitions

mind mapping, 2^nd

mission statements in organisations

mistakes, and client relationships

money see economics of consulting

monitoring client change processes

motivation for buying consultancy

multiple clients/stakeholders, 2^nd, 3^rd

necessary work, ethics of only doing

networks

building and managing

client relationships

next steps plans, 2^nd

nice to have needs

niche skills

and consultancy networks

and consulting services

non-contentious grounds, for saying no

objectives in buying consultancy

objectivity, and data collection

obstacles to selling consultancy

on sell, 2^nd, 3^rd

only doing necessary work

operate existing stage, of the client change process

operational consulting, 2^nd, 3^rd, 4^th, 5^th, 6^th

operations, and organisational change

opinions, and findings

and business development

and client relationships

finding, 2^nd, 3^rd, 4^th

focusing, 2^nd, 3^rd, 4^th

what to reject, 2^nd

organisational change

outcomes

and process consulting

outsourcing, 2^nd

people, working with

phase in the change lifecycle, 2^nd

pigeonholes, and consulting services

planning consulting engagements

planning next steps, 2^nd

political reasons for using a consultant

portfolio careers

portfolios of services, companies offering, 2^nd

power balance, and resistance to change

primary (real) clients

and conflicts of interest

privileged position of consultants

problem solving

clients’ failure to resolve problems

and data analysis

facilitation/workshops, 2^nd

and process consulting

workshops, 2^nd, 3^rd

process consulting, 2^nd, 3^rd, 4^th, 5^th, 6^th

advantages and disadvantages of

and expert consulting, 2^nd, 3^rd, 4^th, 5^th

comparing and summarising

switching between

rejecting engagements

professional bodies, as stakeholders, 2^nd

professional societies, and networking

profit margins, and stakeholders

profitability, of consultancy companies

profitable engagements

project management

delivering consulting engagements

promotion prospects

prompts to questions

checking back against

eliminated unlikely

focusing the engagement, 2^nd

framing, 2^nd, 3^rd, 4^th, 5^th

and availability

checking for clarity

client issues, 2^nd

legal, contractual and commercial terms

writing a proposal, 2^nd

matching client’s needs and expectations

and prerequisites for change

and the sales pipeline

understanding client issues, 2^nd, 3^rd

propose to win stage, 2^nd, 3^rd, 4^th

and business development, 2^nd

finding, 2^nd, 3^rd, 4^th, 5^th, 6^th

focusing, 2^nd, 3^rd, 4^th, 5^th, 6^th

framing, 2^nd, 3^rd, 4^th, 5^th

public sector work

RFPs (requests for proposals)

published work, finding opportunities through

pyramid principle, 2^nd

qualifications, and consulting services

qualifying an opportunity

qualitative data collection

quality assurance (QA), and deliverables

quantitative data collection

real clients, 2^nd, 3^rd

and resistance to change

reasons for considering consulting

reasons for saying no

recommendations

client confidence in

ending engagements with

selling to clients

redundancy

consulting following, 2^nd

and the ethics of consultancy, 2^nd

rejecting engagements, what to reject, 2^nd

reports

delivering consulting engagements

planning the consultancy engagement

resistance to change, identifying and overcoming

resources

and client biases

planning consulting engagements

review engagements, ending

RFIs (requests for information)

RFPs (requests for proposals), 2^nd, 3^rd

RFQs (requests for quotations), 2^nd

risk management activities, planning consulting engagements

risk reduction

and client relationships, 2^nd

focusing the engagement

as grounds for buying consultancy

and intellectual property

rejecting engagements

risk reward engagements

risks

associated with engagements

consultants talking within organisations

different types of

of working as a consultant

role of consultants

differences from other roles

sales leads, and consultancy networks

scoping issues

clarifying scope and deliverables

consulting intervention, 2^nd

and prerequisites for change

and process consulting, 2^nd

sector knowledge, and consulting services

security vetting

self disclosure, and client relationships

sell on, 2^nd, 3^rd, 4^th

selling consultancy, 2^nd

clarifying who the client is, 2^nd

finding opportunities for

prerequisite conditions for, 2^nd

profitable engagements

senior consultants, and consultancy engagements

senior managers

becoming consultants

buying consultancy

and consulting engagements, 2^nd

and the ethics of consultancy

PAs/secretaries of

service lines, 2^nd

and client issues

writing a proposal

see also consulting services

shareholders, and the ethics of consultancy

simplification, limitations of

six sigma, 2^nd

skills, 2^nd, 3^rd

and appropriate work

and client needs

client’s scepticism of

and consulting services, 2^nd

expert consulting

focusing the engagement

and industry sector

limitations of consultant’s skills

process consulting, 2^nd, 3^rd, 4^th

transferring, 2^nd, 3^rd

see also specialisation

small consultancy companies, 2^nd

and client needs

finding opportunities to sell, 2^nd

‘so what’ test, checking proposals

software development services

solo consultants see independent consultants

specialisation

and client needs

and the consulting approach

and consulting services, 2^nd, 3^rd

service and sector

and smaller consultancy companies

specialist consultants

staff see client staff

stakeholders, 2^nd, 3^rd

achieving consensus between

balancing interests of different

and data collection

focusing the engagement

and organisational change

resistance to change

strategic consultants, 2^nd

strategy, and the client change process, 2^nd, 3^rd, 4^th

strategy consulting, 2^nd, 3^rd

subsequent engagements see follow on work

sustainable change

teachers and consultants

team work, 2^nd, 3^rd

technology development services

think stage, of the client change process

time, when to say no

availability for engagements, 2^nd

finding opportunities

timing of communications

travel and lifestyle

trusted advisors, consultants as

types of services

unintended outcomes, risk of

up selling, 2^nd, 3^rd

and stakeholders, 2^nd

value adding engagements, 2^nd, 3^rd

varieties of consulting organisations

variety of consulting work

vision statements in organisations

wealth, avoiding ostentatious signs of

what?, in the communication wheel, 2^nd

who?, in the communication wheel, 2^nd

why?, in the communication wheel, 2^nd

words, misuse of

work-life balance

workshops

problem solving/facilitation, 2^nd, 3^rd

and process consulting

writing books/articles/blogs

writing a proposal, 2^nd