If the consultant rather than focusing on the strategy and the generation of capability, focuses on doing things, the operation will not be ready to fly without him.
Nowadays, all businesses need technology to facilitate management processes, communication and development, achieving greater productivity, agility and efficiency.
When a company decides to implement Business Technology in its production and administrative processes in order to streamline operations, reduce costs and recover the time spent on administrative and operational tasks, one of the most important things to achieve results is to have well-identified the areas of opportunity.
As we might know well, to achieve the expected results and have a successful implementation, we should align the three pillars of any organization: Technology, Processes and People. In addition to this, it is essential to know that the consultant project manager adds a crucial value, minimizing the risks of failure while integrating the new business technology in the company.
For the consultant to have the greatest impact, he should not work:
- During the process of definition, the consultant is a guide. He must ensure that the new practices are implemented, while the practices that make unique each organization are maintained.
- In the training, his mission is to generate capability, not to do everything for the operation.
- At the end of the project it is essential to break the symbiosis, understood as the dependency between the consultant and the team.
Resistance to change is almost always the main barrier in these projects. That is why the implementation strategy done by the consultant is so critical to succeed.
In other words, if the consultant rather than focusing on the strategy and the generation of capability, focuses on doing things, the operation will not be ready to fly without him.