The need to measure the value of a process of consultation is now recognized by leading consulting firms in the world for more than thirty years. This argument, in Italy, has not been recognized as viable for several reasons. There is a resistance to this approach. The objections to the concept of ROI in consulting are different: the ROI calculation is complex, consumes resources, if senior management does not require it is not necessary to propose, in the calculation of ROI consulting there are too many subjective elements, the concept of ROI is only applicable in production processes, it is not possible to take into account the influences of all the factors, it is only suitable for large customers, there are no standards. What I propose is to build a semi-standard, easy to use and based on a few objective data.
The assistance of consultants is required for the re-engineering, implementation of systems, human resource development and improvement of processes, product innovations and process, in general, with the hope of growth and performance improvement. Often customers, and in some cases the consultants, do not reach the expected results.
It would be unfair to consider all consultants as incapable of producing results or provide useful products and services. However, it is interesting, and even fun, to remember how the consultants are called in a famous book by Scott Adams:
Of course these are humorous jokes that have, however, in some cases, an element of truth. We can also add: "The consultant is the one who steals your watch and tells you what time it is."
It should therefore be interesting, in the interest of all, that consultants and clients could start with an indication of some rules or best practices.
The goal of counseling should always be to create value for the customer, with the customer.
Do not say what you should do but do what you have to do, together with the client. We put together our skills and those of our customers to travel with him the path to success.
To make sure that a company, organization, continue to live in our world characterized by rapid innovation and competitiveness, we need a steady growth. And this is the expectation of shareholders and entrepreneurs.
The intervention of counseling, the performance, should always be results-oriented and counseling must be made responsible for the results.
From the point of view of the client, requests can be defined in four areas:
It seems clear then that the client requests, is in short the ROI on investment for consultancy. The process of calculating the ROI should be simple and understandable; economic, in the sense that it can be, as far as possible, standard for the consulting firm; assumptions, methodology and techniques must be credible and practical, based on serious theoretical concepts; applicable both before and after the intervention of consultancy; It shall include all costs and all the benefits, tangible and intangible.
It 's time, given the situation, in which the client requires the guarantee of the results of the consultation. Many consultants and consulting firms reject such a request citing the reason that there are so many elements that are not under the control of the counseling.
That's true. It is possible, though, to impose conditions to ensure the results. It 'also possible to invest together with the client, in part or even totally. The design and planning of consulting with real targets of the results is the key.
The project should take into account:
The objectives to be pursued: