Consultancy, Organizational Development and Change
A Practical Guide to Delivering Value
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Consultancy, Organizational Development and Change
A Practical Guide to Delivering Value
About This Book
Organizations are increasingly investing in consulting capabilities to understand what changes they need to make to keep up the pace with the competition and future-proof their business. Consultancy, Organizational Development and Change is a guide for students and internal and external consultants needing to develop the necessary skills to consult in organizational settings where there is a great deal of complexity. It tackles the issues posing the greatest threat to the success of the change programme, including how to adapt to rapidly shifting needs, deal with the emotional and ethical issues that arise and ensure that the managers take full ownership for the change so that 'business as usual' is established.Complete with case studies from the 'Big Four' consultancy groups as well as boutique firms, Consultancy, Organizational Development and Change shows how to identify and execute interventions in a variety of organizational settings to deliver value. It provides guidance on how to develop a value proposition; define, write and present the business case for the proposed interventions; establish credibility and report on the results.
Frequently asked questions
Information
PART ONE
The context of consultancy
01
The nature and value of consultancy
- Consultancy contributes to, catalyses and influences organizational change and can help to create, support and embed change.
- Consultancy for change is about working with, and through, people by building and maintaining relationships in order to sustain change in organizations.
- At the heart of consultancy for change is organizational development (OD), which is a process for initiating, implementing and sustaining change.
- Defining the value of consultancy and determining whether or not it has been achieved are highly subjective, as what constitutes value for one client may be different for another, and vary in different situations.
Introduction
- differentiate between the functionalist and critical view of consultancy;
- define key concepts such as ‘consultancy’ ‘change’ and ‘organizational development’;
- appreciate the importance of consultancy for change;
- identify how consultancy can add value; and
- recognize the different types of clients who require consultancy.
The structure and dynamics of the global consulting world
The growth of consultancy
- Context. The globalization of clients is a crucial source of growth, but at the same time it is reshaping the consultancy industry.
- Purchase. The increasing use of multinational purchasing models is impacting on the historic influence of relationships.
- Resources. Clients are choosing to staff more projects internally.
- Delivery. Competition is now between firms and freelancers rather than between firms.
- Outcome. The majority of consultancy firms now sit in the middle between advice and implementation.
- Margin. Clients are expecting lower fee rates and higher value for their return on investment.
The impact of the digital transformation on the consultancy profession
Table of contents
- Cover
- Title Page
- Copyright
- Contents
- List of Figures
- List of Tables
- Acknowledgements
- Introduction
- Part One The context of consultancy
- Part Two The consultancy for change cycle
- Part Three Consultancy capabilities
- Index
- Backcover