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OffSProcConsulP3 — Transcript · YTtoTranscript

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OffSProcConsulP3

FIA Oficial · 1,530 words · 8 min read · EN

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Below is the complete, readable transcript of OffSProcConsulP3 by FIA Oficial on YouTube. Read the full text, copy any part you need, or generate a transcript for any video with our free tool.

In previous video lessons, we looked at the first three phases of the consulting process. This time, we will study the following phases: application, termination, and implementation. The application, the fourth phase of the consulting process, is the culmination of the joint efforts of the consultant and the client. Implementing changes that are real improvements from the client's point of view

is the fundamental objective of any consulting task. The consultant also wants to see that their proposals are not only well received in meetings with the client but also put into practice with good results. If there is no implementation, the consulting process cannot be considered complete. This is the situation if the client does not accept the

consultant's proposals presented at the end of the action planning phase; it demonstrates that the task has been poorly executed by both parties. If the consultant and the client collaborate closely during the diagnostic and action planning phases, the client cannot reject proposals that are the result of joint work. If there is any doubt

about the consultant's approach during action planning and about the feasibility of the proposals to be presented, corrective measures must be taken immediately without waiting for the proposals to be definitively approved. In the implementation phase, we must carry out the following tasks: contribute to the implementation of the proposed changes. Adjustments and training contribute to the implementation. A set

of proposals relating to the implementation should form part of the action plan presented to the client when the implementation is about to begin. The consultant verifies that all conditions and requirements prior to the start of operation of the new system have been met, and for some time afterward, the consultant is available to

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answer any questions and to help the client's staff immediately address any new problems that arise. This is as much a matter of tactics as it is of technique, since small deficiencies and errors at the time a new system is put into operation tend to grow and become major difficulties if they are not resolved immediately. In

this respect, the consultant may have more experience than the client. It is not uncommon for decision-makers, including the consultant, to have unsettling afterthoughts once a decision has finally been made and implementation begins. This phenomenon is known as cognitive dissonance. Before making a decision, decision-makers often spend excessive time focusing on the benefits of the new plan and the

disadvantages of the current or alternative plan. However, once a final decision has been made and the implementation process begins, the consultant's perspective shifts. It begins, and the first problems inevitably appear. It seems that considerable time is spent reviewing the advantages of the previous or superseded plan while simultaneously making observations about the shortcomings of the new plan being

implemented. Proposed adjustments: Perhaps the most interesting and effective method, although the least formalized, is the development of the client's staff through direct cooperation with the consultant in solving the problem. In a smaller company, this process may involve the owner/director; in other organizations, it will affect some directors, the liaison officer, and other team members who are

jointly responsible for the project with the consultant. If the consultant is competent, they will use every opportunity not only to delegate routine tasks such as data collection to the client's staff but also to involve them intensively in more complex activities that require technical knowledge and experience and stimulate self-directed learning. As this is an excellent

learning opportunity, it is useful to assign this task to intelligent people with potential for improvement, not just those who can be removed from their normal duties during the engagement. Training: A common element in consulting missions is the training of the client's staff in specific techniques. This includes the Staff members involved in the introduction and use of the technique,

for example, time measurement, quality control, statistics, determination of normal costs, may need to be trained. A precisely defined and determined training program may be necessary. This program precedes the implementation and can continue during its early stages. Various methods are possible, including the following: on-the- job training by the consultant; in-house training by trainers for the

consultant; training of experimental groups whose members will then train the remaining staff; regular in- house training courses led by the consultant, by special trainers called in for this purpose, or by internal trainers of the organization; participation of selected staff members in external training courses; recognition programs for those who do not participate directly but must be

informed. Termination: Termination is the fifth and final phase of the consulting process. Every task or project must be brought to an end once its purpose has been achieved and the consultant's help is no longer needed. It is not enough to perform the work professionally; the withdrawal must also be professional. Its timing and

manner must be carefully chosen, and all commitments must be fulfilled for the mutual satisfaction of the parties. In the termination phase, the client and the consultant must perform the following tasks: evaluation, final report, commitment setting, follow-up and withdrawal plans. Evaluation is an extremely essential part of the termination phase in any consulting process.

Without an evaluation, it is impossible to determine whether the engagement has achieved its objectives and whether the results obtained justify the resources used. Neither the client nor the consultant can draw useful lessons from the engagement if there is no evaluation. However, many engagements are never evaluated, or their evaluation is superficial and of marginal interest.

This is due to certain inherent difficulties in evaluating change in organizations and human systems. The number of factors that influence these systems is considerable, and it can be difficult to isolate the factors changed after a consulting intervention. For example, if the objective of the engagement is to increase production, the evaluation may assume that

any increase in production achieved at the end of the engagement is due exclusively to the consultant's intervention. It is possible that the increase is due to other factors and that the engagement has not actually made any contribution. Some changes are difficult to identify, measure, describe, and evaluate. Final report: Before and during the

engagement, the client has received several reports from the consultant. The report in which The task is proposed based on a rapid diagnostic study, a preliminary diagnosis, and progress reports, the number and scope of which vary. These reports may include proposed modifications to the problem definition and the tasks to be performed. There is also a report and documentation

linked to the presentation of proposals to the client so that the client can make a decision before moving to the implementation phase, regardless of the modification or the format of the provisional reports. A final report on the task is submitted when the consultant leaves the client organization. Furthermore, the consulting firm requires reports that will be particularly helpful to its

members if they are called upon to perform similar tasks. Establishing commitments is essential; there are multiple options regarding the consultant's participation in the implementation. Therefore, establishing commitments is indispensable. Furthermore, new technical developments will occur in the sector covered by the task, and there may be other reasons why the client and the consultant wish

to re-examine the situation created by the implementation of their proposals. Consequently, the client may be interested in a follow-up agreement. For example, the consultant will make a brief visit every three months for a period of two years. The purpose will be Examining the progress of the application helps to adopt any necessary corrective measures

and discover whether or not new problems have already arisen. If a new intervention is required that exceeds the scope of these periodic visits, the client will receive a separate proposal in this regard but will have absolute freedom to accept or reject it. Follow-up plans: the client and the consultant often agree to finish a particular engagement without

completely suspending their working relationship. If other work carried out by the consultant remains related to the current task in some way, these are called follow-ups. The desirability of some follow-up is often discovered when evaluating the task. If the consultant is convinced that some complementary activities would further the client's interests and that they have

something more to offer the client, they suggest this in their final report and when meeting with the client. The advantages for the consulting organization are obvious: a follow-up service is a valuable source of information on the actual impact of the tasks carried out and on new problems that may arise in the client organization. From these visits,

new assignments can arise that will cost the consulting organization nothing if the follow-up is carried out on a paid basis. Withdrawal: Choosing the right time to withdraw is... It's quite difficult, but a wrong decision can ruin a good relationship and jeopardize the project's success. With this, we conclude the last topic of Unit 1, entitled "

Generalities of Consulting." We look forward to seeing you in the next video lessons, where we will continue with the second unit of this course. Until next time!