4.2 Best Practices in Large Consulting Companies

Adjustments are being made within the consulting sector to ensure that professional staff are able to enhance capabilities at an ever-increasing pace. Firms are having to deal with an escalating conundrum -- economic pressures are forcing firms to push the limits of productivity, while clients require greater technical competence to understand the complexities of integrated business systems. Within large firms, a new definition of the generalist professional has emerged -- an advisor with depth in several fields, such as engineering, biology, and business. Concurrently,consultancies are developing networks of technically oriented independent practitioners for inclusion on specific projects.

The approaches to lifelong learning -- always critical to the sector -- have been undergoing a re-definition in response to the dynamics of the economy. The underlying premise, however, is that the most important learning experience is the experience obtained on actual projects. Some traditional and emerging practices are described below.

Best Practices in Large Consulting Companies Develop networks of technically strong associates for inclusion on projects. Full-time professionals, serving as project managers, data gatherers and analysts, communicators etc., absorb technical knowledge through project experiences. Create `councils' of senior experts for advice on issues of interest to a market being served by the consultancy. Councils provide insights into the market and often drive special sector studies undertaken by professional staff. Finance internal studies of an industry or an issue for purposes of both business development and to push the boundaries of knowledge of internal professionals. Internal champions and recognized authorities often lead such studies. Place professionals with leading clients for specified periods to participate in defined projects. Hire experienced leaders in a field of study or an industry. The ratio of such experienced professional staff to recent university graduates has altered dramatically in favour of those with a track record. Appoint an office to lead in the development of a standard methodology for adoption by all professionals in the firm. The process of developing the standard provides a laboratory for professionals committed to future marketing of the outputs of the commissioned work. An increasing number of professionals are involved as a methodology progresses from development to implementation. Carry out strategic studies, perhaps on a discounted basis, that would establish a firm as an early leader in a field or as a proponent of a methodology. Learning activity is emphasized in the first two or three projects in a new field. Encourage extracurricular training or professional development `sabbaticals'. Specific initiatives are tied to the results of project reviews that focus on identification of areas for improvement. Aggressively adopt electronic network technologies including Lotus Notes, Internet e-mail, Intranet to allow professionals to maintain daily contact with their colleagues. These technologies often serve as the first stage of a learning journey for a professional. Teach professionals to make effective use of electronic data search technologies to facilitate a `quick study' of a field in the early stages of a project. The majority of professionals have ready access to services such as Dialog, CAN/OLE etc. on their PC's.