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I have many changes in my forty years as a professional management consultant, especially in the changing business practices and better management. My specialty is the application of information technology for the company. In the years 1960 and 1970, we have information systems from the ground to meet the needs of the users. It is clear that users could not really consider how the company would benefit. Many of our values is to help users identify and understand the main results of the company must make, then the design of human-machine solution to produce better results. We have not implemented the system we have the methods and procedures to improve outcomes by using the system. Then in the 1980s, things began to change. Application packets quickly replaced custom development. This is the cost of a quality, but it also created a gap between the system and the company. Since he no longer using the new system, the professional, the company entered had to dig out the functions of the package to understand advanced features that have enabled the company to improve to apply. Professionals who understand the package does not include the company and has seen its role in explaining the use of the system. For consultants, using the application package to the business environment was difficult and risky. The risk must be included if the approach now is the implementation of the system to a certain part of the existing business to put on the new system. Thus, the consultants drove the new business opportunities in the implementation of the packaged system. It started with the big audit consultants, whose approach to the discussions tend to align with the method of testing – the use of ratings of monitoring methods and results. Consultancy methodologies developed for system planning, evaluation and the system purchase and implementation of the system. The methods are carried out by junior consultants, who no longer need the analytical skills and professional knowledge of professionals in the past. Methodologies began to spread to other aspects of the consultation, such as strategic planning, etc. In the 1990s a new wave coming in the reengineering process, the production of alternative treatment. These methods focus on the business, but he has avoided since the change of work would be performed immediately, and change is notoriously slow. This created a vacuum in the opposite direction between the company and the system. Then, embedded systems applications have been renamed as ERP and promulgated to the industry to use “best practices” that would automatically fix the problem. Many consultants have a specific package implementation of ERP support, then the planning and evaluation and procurement system methods prefer the package to implement the huge revenues it. But the implementation of the ERP system implementation methods used to bring even the conversion of existing data, business rules and practices. Employing industry best practices requires a strong effort from the user than what the consultants. In recent years, exposing problems in management consulting. The books are written about the bad practice that also has developed within the management consultancies. Many of professionalism has left the management consulting . What we have to bring back professionalism in consulting, particularly for change and improvement of the management consulting business. This is one of the issues we discussed at the forum of business change, to identify problems with traditional methods and discover breakthroughs in the business. We need a new model of management consulting in service requires a change in the company both in service advisors and management consultants and consulting firms. The company must have the possibility of its own development and management of achieving the benefits. The consultants from the use of methodologies heart, professionalism and return to work in collaboration with the company. The new model agreement contains the following parts of the company: o Corporate structure and management to define precisely what the company should do to successfulo capital of the company structure to manage all capital used to Successo installation company in the professional capacity to produce business investment and development programsThe a new model of consulting services comprises the following steps on the part of consultants: o helping the business understand and plan value created by change and improvement to a return on investment to work o now offer a partnership to precise valueo create professionals with proven ability to analyze and leverage Give experienceo the specialty of the company to product teams and business improvements to produce. Do nothing, that the company may appeal itselfo now by the use of improvements for the benefit and ROI o not implement information systems, implementing the improved process that integrates systemo not supplied consultant review. All documents are accepted business knowledge and records. There is available a consultant, consultants share successful management companies have the new model the old problems and risks to eliminate eligibility for change of business and management improvement. Only when we have a means for the company and their advisers together in partnership for measured success, we have a way for consultants to return to the professionalism of the old.