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| Wednesday, September 16, 2009
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| Business & Consultancy News | |
Global consulting market -- Irreversibly changed
Kennedy Consulting Research & Advisory analysts project that global consulting demand will not return to 2008 levels until 2012, conceding that the market has irreversibly changed and will unlikely experience the robust, double-digit growth in demand seen in the past three decades.
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The naked consultant
Our management consultancy columnist, Mick James, this week talks to Constance of HR consultants Orion about how the HR consultancy has had to adapt its approach to take advantage of the opportunities the current market presents.
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How to be agile
Many larger consulting firms choose to standardise their offerings as a way to achieve scalability, maintain quality and protect their intellectual property. In an attempt to make themselves look more credible, smaller firms sometimes ape this tendency. Malcolm Sleath from coaching consultancy 12boxes suggests their competitive advantage lies elsewhere.
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New book by Hewitt expert examines issues of diversity and inclusion in the workplace
Book offers guidance on how companies can shape and sustain global diversity strategies in a rapidly changing workplace environment.
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North America overtaken by Europe as the world's richest region
Global wealth slumped by more than $12 trillion in 2008 and is not expected to return to pre-crisis levels until 2013, says report by The Boston Consulting Group.
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Modest salary increases forecast for 2010 as Canadian employers take "wait and see" approach
Organizations need to communicate strategy or risk losing key employees, according to Hewitt survey.
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| Thought Leadership |
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Seven common mistakes to avoid when engaging a consultant
(aCE talentNET)
While the engagement of consultants is essential to the success of organisational wide projects, most organisations tend to commit a number of common mistakes when engaging external consultants. On the flip side to that, many consultants also make similar mistakes by not assisting the organisations through this level of preparation.
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Managing expectations means a better experience for both customers and staff
(Nicolas J. Rowley - Oceanus)
A surprisingly short time ago, a query, complaint or even order was sent by post and you sat back and waited for a reply perhaps a week or two later. Now a call is made, or perhaps an email sent, and an answer is expected immediately, or is it? Does everybody need or even want an instant answer? Does industry or the customer drive expectations up and are the expectations realistic or desirable?
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