Social Sharing block
I wrote what follows with ISO 9001 and its derivatives in mind because these are the standards I’m most familiar with. Yet even before writing, I realized, at least from my experience, that the following points can be shared by most management system consultancy projects. Especially when the companies involved are small- to medium-sized, and the top management is either the company founder or someone from that family.
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For a start, top management declares that being certified, to whatever standard, is driven by the necessity to show a better, more sophisticated image of the company to its market. It’s only later that the hired, wise consultant, by means of further, astute investigation, learns that the top manager or owner feels uneasy about controlling his people, and that he wants the company, through certification, to take responsibility for this unpleasant task.
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Comments
The Wise Consultant
Hello, Umberto.
I enjoy your contributions. I fully agree with your thoughts expressed herein. In my practice, I have found that the "technical" aspects of any intervention are relatively easily to document and convey to the client - not nuch of it would be considered "rocket science". However, obtaining the "buy-in" necessary to make the system a fully-integrated part of the culture is another matter entirely.
Family-owned organizations are by far the most difficult, in my experience. But all organizations, regardless of their size, will shy away from changing how they are managing their business. As a consultant, I have discovered that a significant part of the effort will be directed towards selling the idea of thinking in a new way and accepting the required changes. Often, the individuals that resist the most strenuously are those in senior management (family members, in the family-owned company) who are being closely watched by the members of the organization for their reaction to the new ways of doing things. A very fine line to walk, indeed!
When relaxing with fellow consultants, the discussion often turns to "war stories" concerning the challenges involved with the "selling". I, too, don't often feel like "a wise consultant" and am continuously seeking new insights that will improve the effectiveness of the "selling".
The Wise Consultant
Hello, Umberto.
I enjoy your contributions. I fully agree with your thoughts expressed herein. In my practice, I have found that the "technical" aspects of any intervention are relatively easily to document and convey to the client - not nuch of it would be considered "rocket science". However, obtaining the "buy-in" necessary to make the system a fully-integrated part of the culture is another matter entirely.
Family-owned organizations are by far the most difficult, in my experience. But all organizations, regardless of their size, will shy away from changing how they are managing their business. As a consultant, I have discovered that a significant part of the effort will be directed towards selling the idea of thinking in a new way and accepting the required changes. Often, the individuals that resist the most strenuously are those in senior management (family members, in the family-owned company) who are being closely watched by the members of the organization for their reaction to the new ways of doing things. A very fine line to walk, indeed!
When relaxing with fellow consultants, the discussion often turns to "war stories" concerning the challenges involved with the "selling". I, too, don't often feel like "a wise consultant" and am continuously seeking new insights that will improve the effectiveness of the "selling".
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