Managing to Consult!

AFTER `Con-sultans' published in these columns some weeks ago, I was inundated by letters from bona fide consultants enjoying the article and several from people who wanted to know how to excel as a consultant! What, they asked, made for becoming a good one and in what areas could one provide consultancy?

The Whats

A consultant is a qualified, independent resource who can, by virtue of his qualifications provide a professional service to a company, a government body, an institution or even another consultancy. Much of the service provided is in terms of knowledge transfer, but can be practical, hands-on jobs such as an expert report, an analysis or a training programme. By and large, a management consultant extends his services to identifying or checking out glitches in organisational policy, systems, procedures and strategy, including in its vision and in its marketing and sales processes. He would then suggest certain actions that will improve the functioning of the organisation. Following which he will ensure that his client gets the assistance, in terms of resources, both human and material, to carry out those suggestions of his.

The Whos

Although the description above indicates what a consultant does, there are actually three distinct sectors of operation. The `Big Five' multinationals, Global Strategy Houses and agencies that cater to a particular sector like Finance, HR, or Marketing. Depending on the particular skills of an aspiring consultant, the choice is varied. It is also quite possible to start on one's own but unless an individual happens to be very well respected in a specific area, one can have the unpleasant experience of being eclipsed by the larger player, merely because of the brand equity of the larger company.

People who consider moving from regular jobs into consultancies should have impeccable credentials including, among other things, a flawless and impressive track record, exemplary academic qualifications, experience across industries and cultures and a high degree of credibility. The latter will be evident from personal integrity, objectiveness, a commanding presence, boundless energy, a lively sense of humour, and skills in empathising and being sensitive to others. It is important that consultants are not judgemental, are analytical by nature, and have superlative skills in communications.

Have Need Will Travel!

While the big time consultancies may have offices dotted about the globe, smaller companies will have representation in some or several cities across the country. Individual consultants, on the other hand are lone hunters, and should be prepared to go where their services are needed. So, it could be that a consultant, if he were on his own and popular, would need to live out of a suitcase for a good part of every month. It is also quite normal for a single consultant working on his own for an international client to be expected to travel abroad to see how various units of the organisation operate before suggesting remedies or procedures for expansion, training, development and dissolution. This would mean that consultants have to be multi- culturally compliant, and harbour no biases of any kind.

The Outsourced Insource

One area that is becoming very popular with businesses all over the world is the outsourcing of training. Consultants in this area are many, and with more and more companies outsourcing their needs, there is a demand for consultant trainers who are adept at training and make it their business to be contemporary in emergent areas of interest. To be up to date in their field, training consultants will need to be prepared to spend a great deal of time in developing themselves so that they know how to extend this knowledge to clients who require such inputs. A consultant, who does not spend time and money in self- development, will not be too successful as one who does. Consultants in this area will also need to be aware of the latest tools available for the delivery of training, so that he can optimise the learning process.

Specific Diversity

To start on one's own without any experience with a larger consultancy would require a willingness to work across industries and across functional areas. There might one day be a need for consultation to a marketing company followed by training for finance professionals. One could be on communication for the former and on conflict resolution for the latter or even the same for both, in which case a large degree of customisation would be necessary in both cases. It is only when a consultant becomes extremely well known in his field that he can pick his audience, or his preferred functional area.

It's all about Money, Honey!

Unless a consultant is exclusive in his area of expertise, it is unlikely that his fees will be astronomical. The income is about the same as for any person in any industry who happens to have the same experience and profile. A fledgling consultant, striking out on his own after working for several years in industry must not expect to receive the same income as he did while he was salaried. Until he has established himself in the market, he should not expect an income that is at all commensurate with his experience or ability. Once established however, the sky becomes the proverbial limit and income will depend solely on how many hours the consultant would want to put in to earn himself his daily bread! Similarly if one joins as a consultant in a large consultancy, one is just another salaried employee of a megalithic organisation, with, if fortunate, a clause that includes a percentage of profit sharing!

To consult or not to consult? If that is the question, the best you can do is to tot up your areas of expertise, and see if there is a market for it. Because, in the end if you start on your own you will need to market yourself! On the other hand, if you join one of the big players, you just have another job with a potential of far greater exposure than you would get if you were in a function-specific organisation!

S.RAMANUJACHARYA

professor1@sify.com