In the world of management, especially change management, consulting, time does not equal money.
Because except at the most junior level change management (and most consulting) is not about actual on paper deliverables- which can be measured and paid for with time to money units. It is about something that is a little harder to measure- people, strategy and results.
An example-
What if your consultant comes in, roams around and talks and connects as part of the end state description data gathering (I am giving you the credit for being the smart leader who brings in a high level CM consultant very early) and gets a few tidbit comments from stakeholders about operations and process. What if those tidbits turn out to be significant productivity possibilities? I have had situations where the suggestions easily amount to 7 figure savings with little adaption on the part of the organization. Let’s just call them oversight or “padding”.
So with a 7 figure suggestion what is that consultant worth now? Please do not tell me you are paying them on an hourly rate (and if you are the consultant reading this shame on you). Because that hourly rate now needs to be in the 300’s or so. Procurement would never allow that.
Sure you might have gathered that info. on your own or through your Directors, but did you? Or maybe you did and happened not to listen that day? Odds are neither happened and it was the external element- made even more powerful with the clear connection to you (dare I say around the Director) that made this possible.
I bring this up because. thankfully, at the senior level value is understood. But with the contacts and possible consulting arrangements I have had in this latest economic fiasco, most at the Director or below level value, is not even part of the equation (or at least not much different than the kind you use when buying a car). And conceptually it is difficult if not impossible to get across. Stick in the third party staffing firm and good luck getting any extra value.
As a C leader, continue to acknowledge value based on results and savings not paper deliverables and begin to make a concerted effort to teach and mentor that from Manager level up. You will be happy. You will get the good consultants- and they will be happy. And your organization will be happy (as in more profitable).
