Working with Consultants
By Professor Colin Coulson-Thomas
Many business leaders have a love hate relationship with consultants. While they may resent the high cost of ‘external inputs' their slimmed down organisations are often more dependent than ever upon bought in advice as a result of no longer carrying a ‘float' of resource to cope with unforeseen events or major challenges.
Cynical consultants ingratiate themselves with chief executives, and encourage dependency by encouraging them to doubt the competence of their internal colleagues. Clients can end up paying large sums of money for ‘projects' that do them little good, and sometimes cause great harm.
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Regards,
Simon
By Professor Colin Coulson-Thomas
Many business leaders have a love hate relationship with consultants. While they may resent the high cost of ‘external inputs' their slimmed down organisations are often more dependent than ever upon bought in advice as a result of no longer carrying a ‘float' of resource to cope with unforeseen events or major challenges.
Cynical consultants ingratiate themselves with chief executives, and encourage dependency by encouraging them to doubt the competence of their internal colleagues. Clients can end up paying large sums of money for ‘projects' that do them little good, and sometimes cause great harm.
Read Full Article
Regards,
Simon
