Consultants are hired by companies to solve problems and create value through their specialized expertise. They focus on tasks that would be costly for clients to handle internally, such as large organizational changes or IT implementations. Management consultants help organizations improve performance through analyzing problems and developing improvement plans. Consultants can function as bridges of information and knowledge more efficiently than internal client employees. There are many consulting specializations, and consultants can take expert or facilitative approaches in their work.

2. What are consultants???
Consultants are hired by companies to solve
their problems while creating sustainable
value

3. • Consultants have specialised on tasks that
would involve high internal coordination costs
for clients, such as organisation-wide changes
or the implementation of information
technology. In addition, because of economies
of scale, their focus and experience in
gathering information worldwide and across
industries renders their information search
less costly than for clients

4. CONSULTANCY SKILLS

5. • Placement
• IT
• Bnaking
• Engineering services

6. • Management consulting refers to both the
industry and the practice of helping organisations
to improve their performance, primarily through
the analysis of existing organisational problems
and development of plans for improvement.
Organisations may draw upon the services of
management consultants for a number of
reasons, including gaining external (and
presumably objective) advice and access to the
consultants' specialised expertise

7. • The functions of consulting services are
commonly broken down into eight task
categories.[4] Consultants can function as
bridges for information and knowledge, and
that external consults can provide these
bridging services more economically than
client firms themselves

8. • In general, various approaches to consulting
can be thought of as lying somewhere along a
continuum, with an 'expert' or prescriptive
approach at one end, and a facilitative
approach at the other. In the expert approach,
the consultant takes the role of expert, and
provides expert advice or assistance to the
client, with, compared to the facilitative
approach, less input from, and fewer
collaborations with the client(s).

9. • Management consulting refers generally to the
provision of business services, but there are
numerous specialisms, such as information
technology consulting, human resource
consulting, virtual management consulting and
others, many of which overlap, and most of
which are offered by the larger diversified
consultancies. So-called "boutique"
consultancies, however, are smaller organisations
focusing upon one, or just a few of, such
specialisms

10. • Advantages
• There are several potential benefits of internal consultants to those who
employ them:
• If properly managed and empowered, internal consulting groups evaluate
engagement on projects in light of the corporation's strategic and tactical
objectives.
• Often, the internal consultant requires less ramp up time on a project due
to familiarity with the corporation, and is able to guide a project through
to implementation — a step that would often be too costly if an external
consultant were used.
• Internal relationship provides opportunities to keep certain corporate
information private.
• It is likely that the time and materials cost of internal consultants is
significantly less than external consultants operating in the same capacity.
• Internal consulting positions can be used to recruit and develop potential
senior managers of the organization.

11. • A consultant (from Latin: consultare "to discuss")
is a professional who provides professional or
expert advice[1] in a particular area such as
management, accountancy, the environment,
entertainment, technology, law (tax law, in
particular), human resources, marketing,
emergency management, food production,
immigration, medicine, finance, life management,
economics, public affairs, communication,
engineering, sound system design, graphic
design, or waste management.

12. • Consulting guru, Peter Block, defines a
consultant as "someone who has influence
over an individual, group, or organization, but
who has no direct authority to implement
changes." He contrasts this with a surrogate
manager who is a person who "acts on behalf
of, or in place of, a manager." The key
difference is that a consultant never makes
decisions for the individual or group, whereas
a surrogate manager does make decisions

13. Type of consultants
• Strategy Consultants working on the development of and improvements
to organisational strategy alongside Senior Management in many
industries. Human Resources or HR Consultants who provide expertise
around employment practice and people management. Process
Consultants who are specialists in the design or improvement of
operational processes and can be specific to the industry or sector. Public
Relations or PR Consultants dealing specifically with Public Relations
matters external to the client organisation and often engaged on a semi-
permanent basis by larger organisations to provide input and guidance.
Information Technology Consultants in many disciplines such as
Computer Hardware, Software Engineering or Networks. Marketing
Consultants who are generally called upon to advise around areas of
product development and related marketing matters. Interim Managers
as mentioned above may be independent consultants who act as interim
executives with decision-making power under corporate policies or
statutes. They may sit on specially constituted boards or committees

14. • Consulting skills and tools
• Consulting organizations that use holistic and structured
tools rather than rely on simple process are more likely to
provide clients with a rounded and appropriate review. The
Business Improvement Review is one such tool. It is holistic
in that it looks at all of the PRIMO-F factors:
• People
• Resources
• Ideas and Innovation
• Marketing
• Operations
• Financ

15. • Five basic principles of IT consulting are:
• Focus on the Relationship: Understanding the personality
and expectations of client, client organization and all other
stakeholders
• Clearly Defined Role: Defined roles and responsibilities for
both clients, other stakeholders and consulting team
• Visualize Success: Helping the client see the end at the
beginning
• You Advise, They Decide: Client is the best person to decide
• Be Oriented Towards Results: Ensuring that the solution
addresses end user concerns, user training,
implementation and maintenance constraints