A Leader's Guide to Working with Consultants
Moving from Consultant Dependency to Building Internal Capability
With the end of the COVID-19 pandemic on the horizon, leaders are looking to accelerate their digital transformation efforts. According to one survey, 80% of executives across industries are planning to accelerate their transformations, with 65% expecting to increase the amount they invest in digital.
Given that many companies will not be building their full set of digital capabilities in house, we expect consulting relationships will remain popular among companies seeking to reinvent themselves. We do not intend to discourage the use of consultants—there are many situations where consultants can provide tremendous value. Instead, we hope to help you identify those situations and maximize the value of your consulting relationship while minimizing the risk of the engagement.
What's inside
- Clear Guidance — This paper focuses on three specific factors to consultancy success: accountability, dependency, and disruption of change.
- Expert Authors — This paper is written by experienced leaders across industries who have worked with successful partnerships with consultants across multiple industries.
- Case Studies — This paper illustrates both successful and not successful consultant experiences in real-life organizations across industries.
- All Levels — Change Agents can come from anywhere on the org chart. This paper directly provides guidance on how to lead change no matter your role or title.
- Publication Date
- 2021
- Pages
- 28
- Topics
- Leadership · Software Delivery & Architecture
- Formats
- epub · pdf
- License
- Creative Commons BY-NC-SA
