Why organizations need to use external consultant?

Organizations or executives or investors, whatever their designation or responsibilities are, can lose sight of the overall wood because they are too engage in thinking about individual trees. Having someone knowledgeable and expert in respected field come in and raise some fundamental questions about what they (organizations/executives/investors) are doing, why they are doing it, what is their short term and long term objective and how they are aligning current work with the goal, can be enormously valuable.


Consultants, providing they are good at their job and are used thoughtfully, offer knowledge & solution in three basic segments A) as essential information B) as resources or tools C) as a process or roadmap.  Even though they may seem expensive, and certainly it depends on consultant and work outcome, if used intelligently clients spend much less time and money with consultant than recruiting people with the right skills or training existing staff to carry out a specialist task which may only take a few weeks.


Because consultants have wide exposure than employees, they are able to bring required knowledge and experience. Consultants can also provide power and impetus in projects where clients are unable to do so considering their regular busy schedule and pressing needs of routine activities.


Thoughtful & eminent consultants can provide the essential information; the process roadmap and the tools or resources to assist organisations do what they could not do for themselves or through their hired employees.


But there is no suspicion that a lot could go wrong if the client and consultant don’t align the requirement or do not understand the project. The client expect quicker, faster and value for money results while consultant needs to dig in to evaluate the subject of project which require time and relevant accessibility to clients resources. Between the ideal of consulting and the practical reality there is darkness.


Hence, client must select a consultant who has capability to deliver and has understanding of the project and subject. The willingness to contribute for project and flexibility over the work is the key of relationship, as situation or details might change during the course of consultancy. A consultant with vast resources and connection is more likely to deliver successful project than an isolated individual expert who can increase the constraints of the clients when it requires bringing versatility in project.


A successful consultancy relationship starts when both parties have something to gain, client can gain productivity, information, resources or process which in terms brings high performance or profitability on other hand consultant earns revenue alongside of experience and knowledge from the project.


Dr Prem | www.DrPrem.com

Chartered Consultant