The external consultant is in an \nunenviable position. We come from outside an organisation that is not \nperforming well and tell them how to fix their problems. In so doing we\n come up against politics and personalities. We give busy people more \nwork. We threaten fiefdoms and islands of incompetence. Sometimes we \nfind people that are desperate for solutions to problems that are not in\n the scope of the consultancy.<\/p>\n\n\n\n
Why do we do it?<\/p>\n\n\n\n
A consultant can help a company with a \nparticular aspect of their business that is struggling or not making \nprogress. We start by getting to know the clients and how they operate.\n We talk to as many people as we can and devour the contents of their \ncontent management systems. Right through the engagement we are still \nlearning new things about the business, the management, the roles and \nthe landscape. We document the weaknesses (and strengths), agree a goal\n state and formulate a plan to get there.<\/p>\n\n\n\n
For us as integration specialists it is \nusually about data, and how it is handled, managed, owned, maintained, \ntransformed, transferred, described, synchronised, cleaned, and maybe \neven disposed of. We come into organisations where integration is an \nexpensive afterthought and leave them with an understanding that it \nneeds to be baked into projects from the start. We help to imbue them \nwith an \u201cAPI first\u201d mentality that means that no software is purchased \nor developed unless it comes with integration points and a clear data \nmodel.<\/p>\n\n\n\n
Our first responsibility is to satisfy \nthe goals of the client for the engagement. Often, however, we are able\n to suggest additional goals that are of great value to them. Most \nclients are only too aware of their shortcomings when they come to us. \n We are often able to point out strengths that they didn\u2019t know about. \n We focus on the outcome rather than worry too much about what people \nare doing wrong. If we get the process right, people will find the \nright way easier than any other.<\/p>\n\n\n\n
\u201cGetting buy-in\u201d and \u201cbringing people \nalong for the journey\u201d are clich\u00e9s but they describe accurately our way \nof operating. We need to be aware of what people want from their work \nand help them achieve it. Even the most disengaged employees can be \nenthused when they see that they are listened to and can help to make a \ndifference. The engagement is not only about the CxOs (although they \npay the bills). A successful engagement leaves the organisation \nhealthier and the staff happier.<\/p>\n\n\n\n
\nSo if we are invited into your workplace come \nand say hello. We will listen to you and see what we can do to make \nyour work more effective and more valued.<\/p>\n","protected":false},"excerpt":{"rendered":"
The external consultant is in an unenviable position. We come from outside an organisation that is not performing well and tell them how to fix their problems. In so doing we come up against politics and personalities. We give busy people more work. We threaten fiefdoms and islands of incompetence. Sometimes we find people that … <\/p>\n