With change management consulting, companies work with internal consultants to streamline the entire redirection of resources, finances and other areas of internal business operations and aid in the smooth re-shaping of an organisation into a well-ordered process for all concerned. The consultant’s goal is to identify and exploit opportunities in processes, policies and systems, ensuring that savings are made and that the best value for money is achieved throughout the organisation. Although this sounds like a straightforward task, there are numerous processes that must be adhered to during and after a change management consultancy engagement, and many of these processes can prove to be highly challenging and time-consuming for people within the organisation. These changes, combined with the often lengthy and detailed documentation that is required can cause great strains on managers, staff and shareholders, hindering productivity, morale and sales. Furthermore, implementing these changes may not always be in the interests of the organisation’s most important processes, such as those that deal with customer relationships or strategic planning.
These issues aside, change management consulting is not without its own challenges and disappointments. For one thing, there is no such thing as an easy way out of any problem and change consultants will have to tackle some significant issues, including building relationships with all stakeholders and ensuring that all parties feel they are duly engaged. There are also significant issues that cannot be tackled with minimal input from the change management consultant, such as budgeting, staffing, delivering change, training, operations, integration, technology and business case analysis. These are issues that will take time, effort and a substantial amount of funding and therefore must be left to an area where the change consultant can have the greatest input.
Many change management consultants begin their careers focusing on one small aspect of an organisation and then become impressed by its success and decide to expand their portfolio to include other areas of interest. In doing this, it is possible to dilute their expertise and produce an ineffective, lower quality product or service. Many change management consultants follow a project life cycle, whereby the first few months to focus on one or two issues and the last few months to work on a variety of projects. While this may work in certain cases, it generally falls short of producing a comprehensive service.
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