The secret of being a successful management consultant is to focus on the genuine needs of the client. You need to learn the skills that will help you understand these needs, deliver real value to your clients and help them get the results they want. The Management Consultant shows you how.
The secret of being a successful management consultant is to focus on the genuine needs of the client. You need to learn the skills that will help you understand these needs, deliver real value to your clients and help them get the results they want. The Management Consultant shows you how.
Richard Newton is an author and business adviser. He worked for the management consultancy practices of Cooper & Lybrand, Ernst & Young, and A.T Kearney, and continues to provide consultancy through his own company, Enixus. Richard has worked with many professional services firms on major projects, and has helped a number of firms with engagement processes and service line definitions. He is the author of several books including The Project Manager and the award winning The Management Book.
Inhaltsangabe
Table of Contents Acknowledgements Preface Introduction Part 1 Understanding consultants and consultancy 1. Consultants and consultancy 2. Why does anyone buy consultancy? 3. Your consulting service 4. The three core processes of client-centric consulting Part 2 Consulting engagements 5. Finding and winning work 6. Transitioning 7. Delivering consulting engagements and satisfying clients 8. The alternative approach – process consulting and facilitation 9. Closing engagements and sustaining results Part 3 High-performance consulting 10. Developing long-term client relationships 11. The ethical dimension 12. The language of consulting 13. Knowing when to say no 14. Key consulting tips 15. The client’s perspective – buying consultancy Conclusion Part 4 Additional resources for consultants A. The tools, processes and materials of a consultancy business B. References C. Sample proposal letter Index
Table of Contents Acknowledgements Preface Introduction Part 1 Understanding consultants and consultancy 1. Consultants and consultancy 2. Why does anyone buy consultancy? 3. Your consulting service 4. The three core processes of client-centric consulting Part 2 Consulting engagements 5. Finding and winning work 6. Transitioning 7. Delivering consulting engagements and satisfying clients 8. The alternative approach – process consulting and facilitation 9. Closing engagements and sustaining results Part 3 High-performance consulting 10. Developing long-term client relationships 11. The ethical dimension 12. The language of consulting 13. Knowing when to say no 14. Key consulting tips 15. The client’s perspective – buying consultancy Conclusion Part 4 Additional resources for consultants A. The tools, processes and materials of a consultancy business B. References C. Sample proposal letter Index
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