How Things Go Wrong and How to Put Them Right 315DO
Get tenders from two or three
firms and compare, not only their
fees, but their understanding of
your problem and the practical
suggestions they have on how to
tackle it.
Check on the experience of the
firm and, most important, of the
consultant who is going to carry
out the assignment.
Brief the firm very carefully on
the terms of reference.
Get a clear statement of the
proposed programme, total
estimated costs (fees plus
expenses) and who is actually
going to carry out the assignment.
Meet and assess the consultant
who is going to carry out the
work.
Insist on regular progress
meetings.
Ensure that the outcome of the
assignment is a practical proposal
which you can implement
yourself, or with the minimum of
further help.
DON’T
Be bamboozled by a smooth
principal who is employed
mainly as a salesperson.Go for a big firm simply because
it has a good reputation. It may
not have the particular expertise
you want.Accept any old consultant who
comes along. Many redundant
executives have set up as
consultants without having a clue
about how to do it. There is a lot
of skill in being an effective
consultant. Check that the firm is
a member of the Management
Consultants Association or that
the principal is a member of the
Institute of Management
Consultancy (for UK-based
firms). These provide a guarantee
of professional status.Allow the consultant to change
the programme without prior
consultation.Leave the consultant to his or her
own devices for too long. Keep in
touch. Appoint a member of your
staff to liaise or even to work with
the consultant.