1. 15 Key Qualities of the
Enterprise Software Change Consultant
Philip Keet, CEO Millennium Consulting
White Paper
www.millenniumconsulting.co.uk

2. 15 Key Qualities of the
Enterprise Software Change Consultant
Table of Contents
1. Change management Skills……………………………………………………………………………...2
2. Subject Matter Expertise…………………………………………………………………………………..2
3. Delivery Focus……………………………………………………………………………………………………2
4. Commercial Skills and Business Acumen………………………………………………………...2
5. Work Ethic …………………………………………………………………………………………………….…..3
6. Problem Solver ………………………………………………………………………………………………....3
7. Communication and Relationship Building Skills……………………………………………...3
8. Diplomatic Skills ………………………………………………………………………………………………...3
9. Sales Skills…………………………………………………………………………………………………………..3
10. Team Outlook …………………………………………………………………………………………………...3
11. Flexible Approach……………………………………………………………………………………………….4
12. Organisational Skills ……………………………………………………………………………………...…4
13. Mobility ……………………………………………………………………………………………………………...4
14. Documentation Skills …………………………………………………………………………………..…...4
15. Training Skills …………………………………………………………………………………………………….4
Summary …………………………………………………………………………………………………………………..4
www.millenniumconsulting.co.uk Page 1

3. 15 Key Qualities of the
Enterprise Software Change Consultant
The economic downturn of 2007-2011 fundamentally changed client expectations when employing external
consultants for Enterprise Software deployment and finance transformation projects. Greater emphasis is now
placed upon cost control, obtaining clear indication that value for money has been delivered and ensuring
completion of well defined tasks and solutions. Consultants may be engaged from various sources including Big
4 Consultancies, Niche Consultancies, Software Authors/Vendors and the contract market. Each option has
it’s own advantages and disadvantages but client expectations remain the same. They require complete project
delivery, within time and budget.
The following list outlines the 15 key qualities needed by today’s Enterprise Software Change Consultants if
they are to perform their role effectively and deliver successful solutions for clients.
1. Change Management Skills
The deployment of new Enterprise Software can mark a significant stage in the evolution of an organisation,
often occurring as a result of organic growth or following corporate acquisition. The organisation may be
undergoing major change and therefore Software Deployment Consultants will be required to contribute to
what may be a traumatic period of change for the organisation. Consultants must be far more than simply
Subject Matter Experts as soft skills and the ability to work effectively in a changing environment are as
important as technical knowledge, especially the ability to communicate effectively and establish positive
relations with clients. If the Consultant does not immediately gain the confidence and trust of the business, the
project will not be supported fully by the people who will be affected by it and it will be more likely to run into
difficulty and become increasingly at risk from failing to deliver the planned outcome. The ability to manage
and deliver change is an over riding and essential quality needed by today’s Consultant.
2. Subject Matter Expertise
Consultants must be Subject Matter Experts in respect of their specialist area and be expected to have a proven
record of practical deployment experience including having taken part in several full project life cycles.
Typically they will be software author trained and have in-depth knowledge of the latest releases, covering the
full range of modules and related applications knowledge. They will be expected to develop and improve their
knowledge by attending training courses and conferences
whilst keeping abreast of the statutory requirements that
the software should address.
3. Delivery Focus
Change projects are ultimately concerned with successful
delivery. Projects will need to provide the solution the
client requires on time and within budget. Consultants
will need to be dedicated to achieving this goal and should
do everything needed to make sure the project is
successfully completed.
4. Commercial Skills and
Business Acumen
Commercial skills and business acumen are essentials for
consultants to be able to provide a broader perspective
on the change programme. Enterprise Software should
not be viewed in isolation but should be considered
within the context of the changing needs of the business
as a whole. Consultants having a high level of business
acumen and powers of perception can take account of
broader client needs, review existing and proposed
processes and identify areas where efficiencies can be
www.millenniumconsulting.co.uk Page 2

4. achieved and savings made. Consultants should be aware of client’s strategic long term goals and should ensure
the solution they deliver takes them into account. Expected future growth and acquisition strategy should also
be considered when deploying new solutions.
5. Work Ethic
Change projects can be very demanding and may have tight deadlines that require consultants to fully commit
themselves and work exceptionally hard over and above standard working hours. Selfless commitment to
project success should always be the approach adopted to achieve the ultimate goal and the drive to work
exceptionally hard is a key requirement.
6. Problem Solver
Consultants need strong problem solving abilities as there will always be unexpected problems that need to be
resolved. Consultants are expected to devise innovative solutions when confronted by unforeseen
circumstances without introducing any erosion of client confidence in the solution.
7. Communication and Relationship Building Skills
Consultants liaise with clients at many levels across various functions making the ability to communicate
effectively and build rapport essential skills. Typically they lead or operate within a team that will combine
external consultants and internal project team members and they must possess the skills required to establish
trust and build good relations. Effective communication with internal Project Managers or Sponsors is
essential as the Consultant will need to assure them that project milestones are met, the desired results are
being achieved and any ‘scope creep’ or change in timelines has an acceptable explanation.
8. Diplomatic Skills
Consultants may be exposed to inter departmental or functional conflicts, requiring mature attitudes and
diplomatic skills. They are often hired as expert advisors and will need to establish client trust quickly as an
open honest relationship is essential for making far-reaching business decisions. Consultants will sometimes
disagree with management strategy and will need to deal with any differences of opinion in a diplomatic way.
When corporate acquisitions occur, consultants may be required to integrate the acquired company with the
systems used by the acquiring company and they may encounter resistance. Internal staff may view external
Consultants with suspicion and may resent the level of responsibility they have within the business, their access
to and relationships with managers, the opportunity to travel to overseas offices and perceptions of differing
pay levels. Consultants will need to work particularly hard during early stages of the project to establish rapport
and develop relationships. Consultants employed to deliver change may find themselves involved in business
politics, torn between the opposing aims of corporate governance, overseas offices and other internal conflicts.
They will need to remain diplomatic at all times and should avoid getting caught up in corporate in-fighting.
They must remember that they are accountable to their hiring Manager but they must have the professional
courage necessary to raise contentious issues with them in a constructive way. Consultants will not always agree
with their managers and fellow team members but they need to remain focussed on project goals and should
not allow personalities to distract them from fulfilling their client’s needs.
9. Sales Skills
Consultants need powers of persuasion to influence clients and persuade them of the merits of the strategy they
are recommending. Clients may sometimes need convincing of the merits of a particular course of action and
the ability to influence people is a valuable trait.
10. Team Outlook
Consultants normally operate as part of a team and the ability to build good relationships at all levels is an
essential valuable quality. Projects can become contentious and it is important that the goals of the business are
paramount and consultants support each other to ensure tasks are achieved. A team working ethos will provide
a valuable contribution to ensure that timelines and project milestones are achieved.
www.millenniumconsulting.co.uk Page 3

5. 11. Flexible Approach
Consultants must have a flexible outlook as they need to adapt to differing work practices, systems, versions,
customisations and local issues. Consultants deployed in overseas offices will encounter cultural differences,
language barriers, different legislation, unfamiliar business and social practices. They may be expected to work
irregular hours, sometimes to suit overseas time zones, or to travel extensively and stay on client sites for
extended periods with few breaks. Consultants may be deployed on projects at short notice, flown overseas or
parachuted into difficult circumstances when a client needs assistance with a failed project. Consultants may not
always be provided with a complete picture of the project so will need to quickly become familiar with the
project goals and current status, business processes, systems and employee working practices.
12. Organisational Skills
Change projects require strong organisational skills as they are typically highly complex involving many parts of
the organisation and involving people from across the business.
13. Mobility
Consultants should be willing to travel at short notice either nationally or internationally for long periods of
time. Travel is a normal part of a consultant’s life and is part of the role.
14. Documentation Skills
Change projects require strong documentation skills particularly for business requirements gathering, project
reporting, training manuals and user guides. Consultants will be aware that once they leave a site, the system
will still seem new to many users and it is important that they know that they have access to clear
documentation explaining how it has been configured and is supposed to operate. Any workarounds or
customisation should be clearly documented and made available to users. Any standard support issues should
be documented together with handover instructions to enable a smooth transition to client takeover.
15. Training Skills
Consultants often have training responsibilities and will need to transfer knowledge to clients. Having worked
closely with internal staff during the implementation process it will be hoped that a good rapport has been
established and training will be well received by users. Specialist trainers may be required for in-depth systems
training but knowledge-transfer from Consultant to client staff should be continuous throughout the project.
Summary
Enterprise Software Change Consultants operate under changing circumstances. They need a broad range of
skills including technical knowledge, a commercial outlook and the ability to install confidence in clients and
support the organisations plans for change. Strong inter-personal skills and the ability to build positive client
relationships combined with a delivery focussed approach are essential if the consultant is to perform to a high
standard.
www.millenniumconsulting.co.uk Page 4

6. About the Author
I am CEO of Millennium Consulting the Enterprise Software
Consulting and Head-Hunting firm and we have been providing
multinational clients with Enterprise Software Change Solutions for
16 years. Deploying new software involves selecting the most
appropriate technology together with the right People to
implement it. Change programmes succeed or fail depending upon
the calibre of the People involved. That is why the consultant selection process is
vitally important and we take it extremely seriously. We have a successful track
record that demonstrates our stringent selection process and the long standing
relationships we have developed with numerous high calibre change specialists. This
report encapsulates the qualities we look for when selecting consultants to represent
us.
Call me direct on +44 1303 262473 or send an email to
phil.keet@millenniumconsuting.co.uk to explore how we can help.
Philip Keet
Millennium Consulting
+44 (0) 845 604 4262
www.millenniumconsulting.co.uk