SlideShare a Scribd company logo
1 of 27
AAUP 2016
Working Effectively with Consultants
Michael Clarke PRESIDENT, CLARKE & COMPANY
17 June 2016
TEL 202 545 7250
EMAIL mclarke@clarke-
company.com
TWITTER @mtclarke © Clarke & Company 2016
This presentation provides insights on the following questions
related to working with consultants:
 When should you consider bringing in a consultant?
 How do you select the right consultant?
 What are key elements of a successful consulting project?
What’s Inside
2© Clarke & Company 2016
When Do You Need a
Consultant?
Some common types of consulting projects for university presses and
other publishers:
There are as many types of consultants as there are problems
to solve.
Types of Consultants
4
 Management/business strategy
 Digital/content strategy
 Sales & marketing
 Product development
 Workflow optimization
 Technology selection,
implementation
 Market research
 Training
 Executive recruitment
 Executive coaching
 and so on…
CLARKE & COMPANY
© Clarke & Company 2016
 High value, mission critical initiative and you want to accelerate
the speed to market
 Seek a broad view of the market and what similar organizations
are doing—someone else might have already solved this same
problem!
 Require special expertise currently not present on your team
 Extra bandwidth – just can’t do it in house because not enough
time
 Gather a fresh perspective
 Provide a non-partisan authority, objectivity, impartial third party
(i.e., “politics”…) 5
CLARKE & COMPANY
When Should You Consider a
Consultant?
© Clarke & Company 2016
 Require a third party to conduct primary market research in order
to gain more honest feedback
 To counterbalance information asymmetry when dealing with
vendors, commercial publishers, or other organizations.
6
CLARKE & COMPANY
When Should You Consider a
Consultant?
© Clarke & Company 2016
Selecting the Right
Consultant
As a starting point for discussions with consultants, create a Project Brief.
 The Project Brief defines:
• What do we think the situation/problem is and how does it impact our our company
strategy
• What are our desired outcomes and results
• What is the value to us of taking on the project
• How will we measure success in meeting our objectives
• Parameters such as business-critical dates and budget that impact the project
 The Project Brief is not an RFP—it should not specify in detail how the
consultant should achieve your objectives.
 If details of your situation/project are sensitive or of value to competitors,
have consultants sign an NDA before sharing the brief with them.
The Project Brief
8
CLARKE & COMPANY
 Reach out to your network—who have they worked with to solve
similar problems?
 Look for a consultant who
• Has a good track record with similar organizations
• Has repeat clients
• Understands the nuances of your market
• Works with wide variety of organizations in your industry and thus brings
different perspectives and potential solutions from other sectors of the industry
(e.g., consultants who work with societies and commercial publishers in addition
to UPs might have run across your problem and potential solutions elsewhere in
the industry)
How Do You Pick the Right Consultant?
9
CLARKE & COMPANY
© Clarke & Company 2016
 Engage actively with consultants as part of the selection process
• Does consultant understand your business? Your challenges? Does consultant
solicit your input?
• Engage in dialog about your questions, challenges—what is consultant’s
proposed approach? Does it resonate?
• Is the consultant responsive?
• Do you have good rapport with the consultant? Respect his/her input?
• Look for a consultant who acts like a peer, or a partner—not a vendor.
 Consider whether consultants from outside your professional space will
need extra time (and more of your money) to get up to speed in
understanding your business.
How Do You Pick the Right Consultant?
10
CLARKE & COMPANY
© Clarke & Company 2016
 Unless schedule, budget, and scope are well defined up front, an RFP
is likely to not be your best tool to select a consultant.
• Proposals that result from RFPs can be difficult to compare as they may
assume very different scope, approach, timeline, and budget.
 Don’t hesitate to negotiate with a consultant if you like their
approach—they may be able to adjust approach without loss of results
if they have a better idea of your budget.
 Be on the lookout for bias—e.g., does the consultant have a vested
interest in a particular vendor or software?
How Do You Pick the Right Consultant?
11
CLARKE & COMPANY
© Clarke & Company 2016
Key Elements
13
All consulting projects require a balance of
 Schedule
 Budget
 Scope
Balancing these involves trade-offs—e.g., if speed to outcome
(i.e., schedule) is critical, you may need to reduce scope
and/or increase budget.
CLARKE & COMPANY
3 Key Elements of All Consulting
Projects
SCOPE
QUALITY
© Clarke & Company 2016
 If your project has deliverable due dates that really matter (e.g., board
meeting, budget planning), make sure consultant is aware of what is at
stake and work with consultant to mitigate barriers.
 External dependencies put schedules at risk.
• Client/stakeholder availability—vacations, annual meetings, other time-intensive
activities
• Other stakeholder availability—e.g., market research interviewees
 Arbitrary deadlines + lots of external dependencies can harm project
results—if you can be flexible on schedule, it may be in your best
interests.
Schedule
14
CLARKE & COMPANY
© Clarke & Company 2016
 Have an idea of how much you are willing to spend—what is it worth to
your organization? What is the value of the project? How critical is it to
the organization?
 Most consulting projects can succeed with different potential
approaches—work with the consultant to right-size the level of effort
based on your goals and budget.
 Again—don’t be afraid to negotiate around budget!
 Timing of cash flow—can sometimes help to split projects across
multiple fiscal years.
Budget
15
CLARKE & COMPANY
© Clarke & Company 2016
 Focus scope on objectives and outcomes, not on specific activities.
 Allow the consultant flexibility on how they meet your objectives and
deliver outcomes. Best not to micro-manage the consultant.
 Clear objectives and outcomes are also necessary to measure
success.
 If you aren’t sure about your desired objectives and outcomes,
consider a phased approach—start with an introductory engagement
with the consultant to help define your questions/problems.
Subsequent projects can be planned from those results.
Scope
16
CLARKE & COMPANY
© Clarke & Company 2016
What Else Matters?
Four main ways to structure fees:
 Fixed fee: Statement of Work is agreed to that clearly describes objectives
and outcomes and related deliverables. Consultant’s motivation is to provide
maximum return to client through carefully managed effort.
 Retainer (or Stipend): Consultant sets aside specific number of hours each
month devoted to client’s needs. Specific needs are generally not known in
advance, but client and consultant have a good sense of how much time is
needed. Placeholder for client’s needs each month.
Contracting
18
CLARKE & COMPANY
© Clarke & Company 2016
Four main ways to structure fees:
 Hourly: Generally used when work to be completed and time needed from
consultant are not known. Challenging for consultant because time needed
each week/month is not known and it is difficult to balance with other projects;
challenging for client because consultant may not set aside enough time to
meet needs. Emphasizes tasks/activity over solutions. Can create disincentive
for client to call on consultant for advice.
 Success fee. Some consultants use a success fee, also called a contingency
fee. Such fees are based on the consultant achieving a particular outcome,
like saving the company a certain amount of money or executing a transaction
such as divesting a business unit. Such fees are usually structured as a
percentage of the transaction. This structure aligns the client and consultants
interests and emphasizes outcomes but is only feasible in certain types of well
defined and measured engagements.
Contracting
19
CLARKE & COMPANY
Every consulting project has a lot of unknowns—when possible allow
flexibility in budget, schedule, and scope.
 Allow for flexibility in approach and activities to be performed—having to
renegotiate additional statements of work to accommodate small scope
changes are time consuming and may be detrimental to the project.
 Remember: The consultant’s bread and butter is referrals and
testimonials—reputation is everything. A consultant is unlikely to cut
corners that will negatively affect client outcomes, given the damage to
the consultant’s reputation.
Contracting
20
CLARKE & COMPANY
© Clarke & Company 2016
Lay the groundwork for success internally (aka get your ducks in a
row):
 Executive sponsor / high-level project champion—to provide support from the
top, free up resources, arbiter of conflicting priorities
 Appropriate internal resourcing—involves freeing up time and people
• Competent team members with right company knowledge/expertise
• Background documentation—gather in advance and be prepared to respond
quickly for requests for additional supporting information
• Discovery and other meetings
• Feedback/approvals
• Guidance/monitoring progress
 How much internal buy-in/inclusion is needed? (Be prepared for additional time
if need is high.) The more the project will change how people work, the more
Internal Prep
21
CLARKE & COMPANY
 Set project milestones and track progress against them on a regular basis.
 Regular check-in meetings can be valuable for staying on track—
maintaining momentum, reality check re: schedule, providing feedback on
approach.
 Does the consultant engage with you from the start of the project, and on a
regular basis? You know your organization and its business better than
any consultant—if your input is not sought, you risk solutions that do not fit
your problems or your organizational culture.
 Consultants who do not involve you and your team throughout the process
can lead to impractical, un-implementable “solutions”—the binder
collecting dust on the shelf problem.
 If things seem to be getting off track—ask first: have the
Managing Risk
22
CLARKE & COMPANY
 Consultants can impart more than deliverables—they can teach you
processes for analysis and decision making.
 Learn from the consultant through engagement—look for ways to
transfer knowledge from the consultant to your team.
Examples:
• Instead of a written report as a final deliverable, consider a workshop for key
staff facilitated by the consultant
• Instead of a pricing/revenue grid, ask for an interactive model that lets you
change variables (price, discount) and see the effects
 Be prepared to implement behavior/process change.
 Build a review and fine-tuning phase into the project 6 months on. Are
project outcomes sustainable? Are tweaks to related strategy needed?
Extending Value / Lasting Results
23
CLARKE & COMPANY
 Your objectives and outcomes should be clear, but allow flexibility in how
the consultant gets the work done.
 Engage actively with consultants as part of the selection process.
 All consulting projects involve balance/trade-offs among schedule, budget,
and scope—be aware which you can move on.
 Lay the groundwork for success internally—set aside appropriate
resources (time, people, budget).
 Track milestones and engage in regular communication to monitor
progress toward goals.
 Create lasting value from the engagement—learn from the consultant,
embrace change.
To Sum Up
24
CLARKE & COMPANY
Who We Are
Clarke & Company is a management consulting firm working at the intersection of
business, technology, and content. Specializing in scientific, technical, and medical
(STM) and professional publishing, we focus in three interrelated areas:
DIGITAL / CONTENT STRATEGY 
PRODUCT DEVELOPMENT  MARKET RESEARCH
Our collective experience gives us a view that is both broad and deep in terms of
understanding the landscape of professional publishing, its technologies, the evolving
needs of the professionals it serves, and the dissemination and business strategies
employed across the industry.
We believe that professional and scholarly information has the power to transform
individuals, organizations, and societies. It provides the intellectual, scientific, and
technological scaffolding that supports individual decisions, organizational strategies,
and national policies.
Who We Are
26
CLARKE & COMPANY
27
Areas of focus
CLARKE & COMPANY

More Related Content

What's hot

How to avoid short terming the longer term
How to avoid short terming the longer termHow to avoid short terming the longer term
How to avoid short terming the longer term
Maurice Hibbert
 
Initiating strategic planning process
Initiating strategic planning processInitiating strategic planning process
Initiating strategic planning process
dutconsult
 
Sophie Walker - Portfolio
Sophie Walker - PortfolioSophie Walker - Portfolio
Sophie Walker - Portfolio
Sophie Walker
 

What's hot (20)

HOW TO DEVELOP A BUSINESS CASE?
HOW TO DEVELOP A BUSINESS CASE?HOW TO DEVELOP A BUSINESS CASE?
HOW TO DEVELOP A BUSINESS CASE?
 
A Business Analyst Approach -Developing A Business Case That Delivers Value T...
A Business Analyst Approach -Developing A Business Case That Delivers Value T...A Business Analyst Approach -Developing A Business Case That Delivers Value T...
A Business Analyst Approach -Developing A Business Case That Delivers Value T...
 
Advisory Board Basics
Advisory Board BasicsAdvisory Board Basics
Advisory Board Basics
 
Business case presentation_adel etman
Business case presentation_adel etmanBusiness case presentation_adel etman
Business case presentation_adel etman
 
ABEL Finance - SaaS Fundraising Preparation
ABEL Finance - SaaS Fundraising Preparation ABEL Finance - SaaS Fundraising Preparation
ABEL Finance - SaaS Fundraising Preparation
 
Venture Capital , Financial Consulting & Management Consulting Docket Chakra ...
Venture Capital , Financial Consulting & Management Consulting Docket Chakra ...Venture Capital , Financial Consulting & Management Consulting Docket Chakra ...
Venture Capital , Financial Consulting & Management Consulting Docket Chakra ...
 
Project Proposal writing skills - Training Course free
Project Proposal writing skills - Training Course  freeProject Proposal writing skills - Training Course  free
Project Proposal writing skills - Training Course free
 
engaging advisors for startups - presentation from Orrick
engaging advisors for startups - presentation from Orrickengaging advisors for startups - presentation from Orrick
engaging advisors for startups - presentation from Orrick
 
Do you need your business to be turned around?
Do you need your business to be turned around?Do you need your business to be turned around?
Do you need your business to be turned around?
 
Swotanalysis1
Swotanalysis1Swotanalysis1
Swotanalysis1
 
Strategic Meeting Management Presentation 2009
Strategic Meeting Management Presentation 2009Strategic Meeting Management Presentation 2009
Strategic Meeting Management Presentation 2009
 
CIO-CTO 90 day plan 2017
CIO-CTO 90 day plan 2017CIO-CTO 90 day plan 2017
CIO-CTO 90 day plan 2017
 
Steps for a Powerful Business Architecture Practice
Steps for a Powerful Business Architecture PracticeSteps for a Powerful Business Architecture Practice
Steps for a Powerful Business Architecture Practice
 
How to avoid short terming the longer term
How to avoid short terming the longer termHow to avoid short terming the longer term
How to avoid short terming the longer term
 
Initiating strategic planning process
Initiating strategic planning processInitiating strategic planning process
Initiating strategic planning process
 
Sophie Walker - Portfolio
Sophie Walker - PortfolioSophie Walker - Portfolio
Sophie Walker - Portfolio
 
Finance and Investment Toolkit - Framework, Best Practices and Templates
Finance and Investment Toolkit - Framework, Best Practices and TemplatesFinance and Investment Toolkit - Framework, Best Practices and Templates
Finance and Investment Toolkit - Framework, Best Practices and Templates
 
Introducing clarasys
Introducing clarasysIntroducing clarasys
Introducing clarasys
 
Transforming Vision to Value - Managing the Strategy to Execution Process
Transforming Vision to Value - Managing the Strategy to Execution Process Transforming Vision to Value - Managing the Strategy to Execution Process
Transforming Vision to Value - Managing the Strategy to Execution Process
 
MIT Webinar on Strategy Apr 2017 v2 ext
MIT Webinar on Strategy Apr 2017 v2 extMIT Webinar on Strategy Apr 2017 v2 ext
MIT Webinar on Strategy Apr 2017 v2 ext
 

Viewers also liked

MŠ_Mikrocop konferenca_2015_Vložišče
MŠ_Mikrocop konferenca_2015_VložiščeMŠ_Mikrocop konferenca_2015_Vložišče
MŠ_Mikrocop konferenca_2015_Vložišče
Miha Škrabar
 
Introducing Mass Balance Modeling Using a Controversial Environmental Problem
Introducing Mass Balance Modeling Using a Controversial Environmental ProblemIntroducing Mass Balance Modeling Using a Controversial Environmental Problem
Introducing Mass Balance Modeling Using a Controversial Environmental Problem
SERC at Carleton College
 

Viewers also liked (13)

Presentación 2
Presentación 2Presentación 2
Presentación 2
 
El docente de ayer
El docente de ayerEl docente de ayer
El docente de ayer
 
Trabajo final sergio rojo
Trabajo final sergio rojoTrabajo final sergio rojo
Trabajo final sergio rojo
 
MŠ_Mikrocop konferenca_2015_Vložišče
MŠ_Mikrocop konferenca_2015_VložiščeMŠ_Mikrocop konferenca_2015_Vložišče
MŠ_Mikrocop konferenca_2015_Vložišče
 
Investment start at 7.19 lacs on Delhi Highway, Zirakpur
Investment start at 7.19 lacs on Delhi Highway, ZirakpurInvestment start at 7.19 lacs on Delhi Highway, Zirakpur
Investment start at 7.19 lacs on Delhi Highway, Zirakpur
 
La zona centra1
La zona centra1La zona centra1
La zona centra1
 
Introducing Mass Balance Modeling Using a Controversial Environmental Problem
Introducing Mass Balance Modeling Using a Controversial Environmental ProblemIntroducing Mass Balance Modeling Using a Controversial Environmental Problem
Introducing Mass Balance Modeling Using a Controversial Environmental Problem
 
Convocatoria deportivo-2015-2016 copia
Convocatoria deportivo-2015-2016 copiaConvocatoria deportivo-2015-2016 copia
Convocatoria deportivo-2015-2016 copia
 
Universidad bicentenaria de aragua
Universidad bicentenaria de araguaUniversidad bicentenaria de aragua
Universidad bicentenaria de aragua
 
Queves
QuevesQueves
Queves
 
Worksheets3
Worksheets3Worksheets3
Worksheets3
 
Kti nirwana akbid paramata raha
Kti nirwana akbid paramata rahaKti nirwana akbid paramata raha
Kti nirwana akbid paramata raha
 
American Veteran General Contractor Services
American Veteran General Contractor ServicesAmerican Veteran General Contractor Services
American Veteran General Contractor Services
 

Similar to Working Effectively with Consultants

Similar to Working Effectively with Consultants (20)

Iso 9001 consultancy
Iso 9001 consultancyIso 9001 consultancy
Iso 9001 consultancy
 
Using consultants effectively
Using consultants effectivelyUsing consultants effectively
Using consultants effectively
 
10052016 ssp seminar2_harley
10052016 ssp seminar2_harley10052016 ssp seminar2_harley
10052016 ssp seminar2_harley
 
Is your consulting spend aligned with your strategy?
 Is your consulting spend aligned with your strategy? Is your consulting spend aligned with your strategy?
Is your consulting spend aligned with your strategy?
 
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
Sponsors: The Final Frontier of PPM Development - Wellingtone | FuturePMO 2023
 
8 Project Management Steps To Increase Productivity And Profitability.docx
8 Project Management Steps To Increase Productivity And Profitability.docx8 Project Management Steps To Increase Productivity And Profitability.docx
8 Project Management Steps To Increase Productivity And Profitability.docx
 
A business analyst approach
A business analyst approachA business analyst approach
A business analyst approach
 
SEA Founders Covid-19 Issues & Solutions
SEA Founders Covid-19 Issues & SolutionsSEA Founders Covid-19 Issues & Solutions
SEA Founders Covid-19 Issues & Solutions
 
Engagement Plan
Engagement PlanEngagement Plan
Engagement Plan
 
Personalized Workforce Optimization Solutions Just for You
Personalized Workforce Optimization Solutions Just for YouPersonalized Workforce Optimization Solutions Just for You
Personalized Workforce Optimization Solutions Just for You
 
Project Management Essentials
Project Management Essentials Project Management Essentials
Project Management Essentials
 
Art of the deal 101: Notes from the Trenches - Entrepreneurship 101
Art of the deal 101: Notes from the Trenches - Entrepreneurship 101Art of the deal 101: Notes from the Trenches - Entrepreneurship 101
Art of the deal 101: Notes from the Trenches - Entrepreneurship 101
 
Dutta_Guidelines_Joint_Business_Plan.ppt
Dutta_Guidelines_Joint_Business_Plan.pptDutta_Guidelines_Joint_Business_Plan.ppt
Dutta_Guidelines_Joint_Business_Plan.ppt
 
Future Ready Packages - Getting Ready for Next
Future Ready Packages - Getting Ready for NextFuture Ready Packages - Getting Ready for Next
Future Ready Packages - Getting Ready for Next
 
Consultancy guidelines draft v 0.1
Consultancy guidelines draft v 0.1Consultancy guidelines draft v 0.1
Consultancy guidelines draft v 0.1
 
Guide to developing business plans for large projects brockville investments ltd
Guide to developing business plans for large projects brockville investments ltdGuide to developing business plans for large projects brockville investments ltd
Guide to developing business plans for large projects brockville investments ltd
 
Hints&tips
Hints&tipsHints&tips
Hints&tips
 
A/E Project Management Optimization-Part Three
A/E Project Management Optimization-Part ThreeA/E Project Management Optimization-Part Three
A/E Project Management Optimization-Part Three
 
Why Do You Need a Consultant for your business?
Why Do You Need a Consultant for your business?Why Do You Need a Consultant for your business?
Why Do You Need a Consultant for your business?
 
Developing A Business Case
Developing A Business CaseDeveloping A Business Case
Developing A Business Case
 

Recently uploaded

What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...
srcw2322l101
 
Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312
LR1709MUSIC
 
Presentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelledPresentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelled
CaitlinCummins3
 
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerJual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Pusat Herbal Resmi BPOM
 
A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...
A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...
A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...
prakheeshc
 
如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证
如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证
如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证
ogawka
 

Recently uploaded (20)

Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptxGoal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
Goal Presentation_NEW EMPLOYEE_NETAPS FOUNDATION.pptx
 
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptxExploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
Exploring-Pipe-Flanges-Applications-Types-and-Benefits.pptx
 
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
Understanding Financial Accounting 3rd Canadian Edition by Christopher D. Bur...
 
stock price prediction using machine learning
stock price prediction using machine learningstock price prediction using machine learning
stock price prediction using machine learning
 
What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...What is paper chromatography, principal, procedure,types, diagram, advantages...
What is paper chromatography, principal, procedure,types, diagram, advantages...
 
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdfProgress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
Progress Report - UKG Analyst Summit 2024 - A lot to do - Good Progress1-1.pdf
 
Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312Shots fired Budget Presentation.pdf12312
Shots fired Budget Presentation.pdf12312
 
Presentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelledPresentation4 (2) survey responses clearly labelled
Presentation4 (2) survey responses clearly labelled
 
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg PfizerJual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
Jual Obat Aborsi Di Sibolga wa 0851/7541/5434 Cytotec Misoprostol 200mcg Pfizer
 
tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)tekAura | Desktop Procedure Template (2016)
tekAura | Desktop Procedure Template (2016)
 
Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf
Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdfInnomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf
Innomantra Viewpoint - Building Moonshots : May-Jun 2024.pdf
 
HAL Financial Performance Analysis and Future Prospects
HAL Financial Performance Analysis and Future ProspectsHAL Financial Performance Analysis and Future Prospects
HAL Financial Performance Analysis and Future Prospects
 
hyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statementshyundai capital 2023 consolidated financial statements
hyundai capital 2023 consolidated financial statements
 
A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...
A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...
A BUSINESS PROPOSAL FOR SLAUGHTER HOUSE WASTE MANAGEMENT IN MYSORE MUNICIPAL ...
 
How to refresh to be fit for the future world
How to refresh to be fit for the future worldHow to refresh to be fit for the future world
How to refresh to be fit for the future world
 
WAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdfWAM Corporate Presentation May 2024_w.pdf
WAM Corporate Presentation May 2024_w.pdf
 
如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证
如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证
如何办理(SUT毕业证书)斯威本科技大学毕业证成绩单本科硕士学位证留信学历认证
 
Elevate Your Online Presence with SEO Services
Elevate Your Online Presence with SEO ServicesElevate Your Online Presence with SEO Services
Elevate Your Online Presence with SEO Services
 
Global Internal Audit Standards 2024.pdf
Global Internal Audit Standards 2024.pdfGlobal Internal Audit Standards 2024.pdf
Global Internal Audit Standards 2024.pdf
 
1Q24_EN hyundai capital 1q performance
1Q24_EN   hyundai capital 1q performance1Q24_EN   hyundai capital 1q performance
1Q24_EN hyundai capital 1q performance
 

Working Effectively with Consultants

  • 1. AAUP 2016 Working Effectively with Consultants Michael Clarke PRESIDENT, CLARKE & COMPANY 17 June 2016 TEL 202 545 7250 EMAIL mclarke@clarke- company.com TWITTER @mtclarke © Clarke & Company 2016
  • 2. This presentation provides insights on the following questions related to working with consultants:  When should you consider bringing in a consultant?  How do you select the right consultant?  What are key elements of a successful consulting project? What’s Inside 2© Clarke & Company 2016
  • 3. When Do You Need a Consultant?
  • 4. Some common types of consulting projects for university presses and other publishers: There are as many types of consultants as there are problems to solve. Types of Consultants 4  Management/business strategy  Digital/content strategy  Sales & marketing  Product development  Workflow optimization  Technology selection, implementation  Market research  Training  Executive recruitment  Executive coaching  and so on… CLARKE & COMPANY © Clarke & Company 2016
  • 5.  High value, mission critical initiative and you want to accelerate the speed to market  Seek a broad view of the market and what similar organizations are doing—someone else might have already solved this same problem!  Require special expertise currently not present on your team  Extra bandwidth – just can’t do it in house because not enough time  Gather a fresh perspective  Provide a non-partisan authority, objectivity, impartial third party (i.e., “politics”…) 5 CLARKE & COMPANY When Should You Consider a Consultant? © Clarke & Company 2016
  • 6.  Require a third party to conduct primary market research in order to gain more honest feedback  To counterbalance information asymmetry when dealing with vendors, commercial publishers, or other organizations. 6 CLARKE & COMPANY When Should You Consider a Consultant? © Clarke & Company 2016
  • 8. As a starting point for discussions with consultants, create a Project Brief.  The Project Brief defines: • What do we think the situation/problem is and how does it impact our our company strategy • What are our desired outcomes and results • What is the value to us of taking on the project • How will we measure success in meeting our objectives • Parameters such as business-critical dates and budget that impact the project  The Project Brief is not an RFP—it should not specify in detail how the consultant should achieve your objectives.  If details of your situation/project are sensitive or of value to competitors, have consultants sign an NDA before sharing the brief with them. The Project Brief 8 CLARKE & COMPANY
  • 9.  Reach out to your network—who have they worked with to solve similar problems?  Look for a consultant who • Has a good track record with similar organizations • Has repeat clients • Understands the nuances of your market • Works with wide variety of organizations in your industry and thus brings different perspectives and potential solutions from other sectors of the industry (e.g., consultants who work with societies and commercial publishers in addition to UPs might have run across your problem and potential solutions elsewhere in the industry) How Do You Pick the Right Consultant? 9 CLARKE & COMPANY © Clarke & Company 2016
  • 10.  Engage actively with consultants as part of the selection process • Does consultant understand your business? Your challenges? Does consultant solicit your input? • Engage in dialog about your questions, challenges—what is consultant’s proposed approach? Does it resonate? • Is the consultant responsive? • Do you have good rapport with the consultant? Respect his/her input? • Look for a consultant who acts like a peer, or a partner—not a vendor.  Consider whether consultants from outside your professional space will need extra time (and more of your money) to get up to speed in understanding your business. How Do You Pick the Right Consultant? 10 CLARKE & COMPANY © Clarke & Company 2016
  • 11.  Unless schedule, budget, and scope are well defined up front, an RFP is likely to not be your best tool to select a consultant. • Proposals that result from RFPs can be difficult to compare as they may assume very different scope, approach, timeline, and budget.  Don’t hesitate to negotiate with a consultant if you like their approach—they may be able to adjust approach without loss of results if they have a better idea of your budget.  Be on the lookout for bias—e.g., does the consultant have a vested interest in a particular vendor or software? How Do You Pick the Right Consultant? 11 CLARKE & COMPANY © Clarke & Company 2016
  • 13. 13 All consulting projects require a balance of  Schedule  Budget  Scope Balancing these involves trade-offs—e.g., if speed to outcome (i.e., schedule) is critical, you may need to reduce scope and/or increase budget. CLARKE & COMPANY 3 Key Elements of All Consulting Projects SCOPE QUALITY © Clarke & Company 2016
  • 14.  If your project has deliverable due dates that really matter (e.g., board meeting, budget planning), make sure consultant is aware of what is at stake and work with consultant to mitigate barriers.  External dependencies put schedules at risk. • Client/stakeholder availability—vacations, annual meetings, other time-intensive activities • Other stakeholder availability—e.g., market research interviewees  Arbitrary deadlines + lots of external dependencies can harm project results—if you can be flexible on schedule, it may be in your best interests. Schedule 14 CLARKE & COMPANY © Clarke & Company 2016
  • 15.  Have an idea of how much you are willing to spend—what is it worth to your organization? What is the value of the project? How critical is it to the organization?  Most consulting projects can succeed with different potential approaches—work with the consultant to right-size the level of effort based on your goals and budget.  Again—don’t be afraid to negotiate around budget!  Timing of cash flow—can sometimes help to split projects across multiple fiscal years. Budget 15 CLARKE & COMPANY © Clarke & Company 2016
  • 16.  Focus scope on objectives and outcomes, not on specific activities.  Allow the consultant flexibility on how they meet your objectives and deliver outcomes. Best not to micro-manage the consultant.  Clear objectives and outcomes are also necessary to measure success.  If you aren’t sure about your desired objectives and outcomes, consider a phased approach—start with an introductory engagement with the consultant to help define your questions/problems. Subsequent projects can be planned from those results. Scope 16 CLARKE & COMPANY © Clarke & Company 2016
  • 18. Four main ways to structure fees:  Fixed fee: Statement of Work is agreed to that clearly describes objectives and outcomes and related deliverables. Consultant’s motivation is to provide maximum return to client through carefully managed effort.  Retainer (or Stipend): Consultant sets aside specific number of hours each month devoted to client’s needs. Specific needs are generally not known in advance, but client and consultant have a good sense of how much time is needed. Placeholder for client’s needs each month. Contracting 18 CLARKE & COMPANY © Clarke & Company 2016
  • 19. Four main ways to structure fees:  Hourly: Generally used when work to be completed and time needed from consultant are not known. Challenging for consultant because time needed each week/month is not known and it is difficult to balance with other projects; challenging for client because consultant may not set aside enough time to meet needs. Emphasizes tasks/activity over solutions. Can create disincentive for client to call on consultant for advice.  Success fee. Some consultants use a success fee, also called a contingency fee. Such fees are based on the consultant achieving a particular outcome, like saving the company a certain amount of money or executing a transaction such as divesting a business unit. Such fees are usually structured as a percentage of the transaction. This structure aligns the client and consultants interests and emphasizes outcomes but is only feasible in certain types of well defined and measured engagements. Contracting 19 CLARKE & COMPANY
  • 20. Every consulting project has a lot of unknowns—when possible allow flexibility in budget, schedule, and scope.  Allow for flexibility in approach and activities to be performed—having to renegotiate additional statements of work to accommodate small scope changes are time consuming and may be detrimental to the project.  Remember: The consultant’s bread and butter is referrals and testimonials—reputation is everything. A consultant is unlikely to cut corners that will negatively affect client outcomes, given the damage to the consultant’s reputation. Contracting 20 CLARKE & COMPANY © Clarke & Company 2016
  • 21. Lay the groundwork for success internally (aka get your ducks in a row):  Executive sponsor / high-level project champion—to provide support from the top, free up resources, arbiter of conflicting priorities  Appropriate internal resourcing—involves freeing up time and people • Competent team members with right company knowledge/expertise • Background documentation—gather in advance and be prepared to respond quickly for requests for additional supporting information • Discovery and other meetings • Feedback/approvals • Guidance/monitoring progress  How much internal buy-in/inclusion is needed? (Be prepared for additional time if need is high.) The more the project will change how people work, the more Internal Prep 21 CLARKE & COMPANY
  • 22.  Set project milestones and track progress against them on a regular basis.  Regular check-in meetings can be valuable for staying on track— maintaining momentum, reality check re: schedule, providing feedback on approach.  Does the consultant engage with you from the start of the project, and on a regular basis? You know your organization and its business better than any consultant—if your input is not sought, you risk solutions that do not fit your problems or your organizational culture.  Consultants who do not involve you and your team throughout the process can lead to impractical, un-implementable “solutions”—the binder collecting dust on the shelf problem.  If things seem to be getting off track—ask first: have the Managing Risk 22 CLARKE & COMPANY
  • 23.  Consultants can impart more than deliverables—they can teach you processes for analysis and decision making.  Learn from the consultant through engagement—look for ways to transfer knowledge from the consultant to your team. Examples: • Instead of a written report as a final deliverable, consider a workshop for key staff facilitated by the consultant • Instead of a pricing/revenue grid, ask for an interactive model that lets you change variables (price, discount) and see the effects  Be prepared to implement behavior/process change.  Build a review and fine-tuning phase into the project 6 months on. Are project outcomes sustainable? Are tweaks to related strategy needed? Extending Value / Lasting Results 23 CLARKE & COMPANY
  • 24.  Your objectives and outcomes should be clear, but allow flexibility in how the consultant gets the work done.  Engage actively with consultants as part of the selection process.  All consulting projects involve balance/trade-offs among schedule, budget, and scope—be aware which you can move on.  Lay the groundwork for success internally—set aside appropriate resources (time, people, budget).  Track milestones and engage in regular communication to monitor progress toward goals.  Create lasting value from the engagement—learn from the consultant, embrace change. To Sum Up 24 CLARKE & COMPANY
  • 26. Clarke & Company is a management consulting firm working at the intersection of business, technology, and content. Specializing in scientific, technical, and medical (STM) and professional publishing, we focus in three interrelated areas: DIGITAL / CONTENT STRATEGY  PRODUCT DEVELOPMENT  MARKET RESEARCH Our collective experience gives us a view that is both broad and deep in terms of understanding the landscape of professional publishing, its technologies, the evolving needs of the professionals it serves, and the dissemination and business strategies employed across the industry. We believe that professional and scholarly information has the power to transform individuals, organizations, and societies. It provides the intellectual, scientific, and technological scaffolding that supports individual decisions, organizational strategies, and national policies. Who We Are 26 CLARKE & COMPANY

Editor's Notes

  1. Sometimes it makes
  2. Aka fast, cheap, good
  3. Sometimes it makes
  4. Sometimes it makes
  5. Sometimes it makes
  6. Sometimes it makes
  7. Sometimes it makes