Research questions
The question of what is the effectiveness of consultancy training while transforming or making changes in a business is very essential particularly because it has effects on both the consultants and the employees hence much attention should be paid to it. This is because it affects the strategic planning, innovation and inventions of this Overlap- BV company as will be outlined in this paper. These aspects of business have an overall outcome to the progress and success of a business. This research thus poses the question of how effective consultancy training is to the transformation process of the Overlap-BV company particularly with major focus on the consultants and the employees.
Objectives
The objective of this dissertation is to gain knowledge on what consultancy training is and its relationship with the aspects of company transformation. A critical study on these transformation processes in Overlap-BV will also be focused on in this paper. The impacts of these changes to both the employees and the consultants will then be analyzed in this research.
Literature review
Consultancy training in times of change
Many elites claim that business management is not a profession where one can claim to be proficient enough but rather it is requires consultancy training for it to be optimized and become effective in business operations (Richard: 2010, 52-60). This consulting helps to learn the trends of businesses, understand and get enlightened on new concepts which were previously not in the market since business challenges and are dynamic and require a change in approach so that they can be ironed out. This has also been seen as a way of embracing corporate strategy of management that entails strategic planning and quality organizational behaviour which will foresee enhancement and cultivation of competencies encouraging growth and competitive advantage in the Overlap- BV company. According to the Canadian Newswire (2011) this had brought about expanding of small businesses by changing their trend of thinking and reasoning concerning various business issues. Considering that this is a small enterprise the Overlap-BV consultation should be effective in integrating strategies for development and competence if the company must make significant and positive changes (Henrik & Per-Erik: 2011, 71-74). Consultancy is also supposed to be a continuum for a business willing to progress as it will help in adopting of reliable organization behaviour and completely change the trends of business operations.
Consultancy training has also been seen as an effective tool in ensuring that company organization and marketing opportunities are properly managed, this has brought about customer focused businesses ensuring changes to cope up with the major dynamics of market are formulated bringing about competitive advantage. It has also enabled the implementation of feasible business plans such as those of expansion and increased production. It is thus with this reasoning that outsourcing is becoming a powerful tool for organizations in improving their quality and efficiency (Da Costa & Antonio: 2011, 1-13). Sustainability during business transformation of is key since it has been seen to alter the pattern of customer orientation hence the consistency of businesses may consequently be altered. This thus portrays why training on the significance of consultancy is crucial as it will focus on designing, strategizing, controlling and monitoring why business lifecycles in the transformation process should be maintained to prevent their fall out (Ahmed & Sundaram: 2007, 165-182). This has also focused on positive implementation processes for these projects to both the customers and also the employees.
Business transformations incorporating proper consultancy and planning does so using the following steps. First a mobilization of the executive leadership so that a clear redefinition of the organization’s strategic plan is clearly outlined as compared with the existing conditions. This occurs due to the company wanting to optimize its financial gains and expand businesses to unfamiliar terrains. Consultancy comes in to help in the management of a business to see these faults are ironed out and then plan to do something about it hence making the business to be more agile on its marketing. This creates enhanced creativity, innovativeness and prior planning is enhanced (Reihlen, Smet & Veit: 2010, 317-339).
The next step in consultancy is to create a score card that involves transforming the business strategy which has been formulated into tangible terms through communication and taking the opinions of other stake holders on how to achieve these goals. Consulting employees, customers, experts and also other businesses concerning this issue will be fruitful as it will provide a balance between the company and customer needs. (Advisor Evolution: 2011, 1-2). This balance has been seen to cause progressive business transformations without causing any customer perspective alterations, financial gains of the company have not been altered and ultimately internal processes such as those of customers and shareholders have not changed. This process also supports management of the businesses at the employee level.
Consultancy also helps in aligning cascade priorities by supporting the precedence of business and also its support units. This has hence called for aligning of performance indicators to show how business transformations are taking effect in business operations. This is achieved through the assigning of metrics which show the progress of businesses so that the output of manufacturing practices is achieved (Reihlen, Smet & Veit: 2010, 317-339). Consultancy training has come in to help such businesses to monitor and analyze the strategies they are using to achieve their goals and if not suitable seek to improve them hence the emergence of business transformation plans. This has been effective in linking performance and reward for efforts put at work. Many businesses require this aspect for them to be able to progress and transform as this has been a major problem in current businesses.
Business transformations have also brought about motivated team work operations for effective implementation of strategic plans initiated and implemented. This thus requires training for the business plans to be effectively implemented as this has been studied to be an effective way of ensuring employees are empowered and that the consultants’ image and reputation is intensified to their advantage (Green Business: 2008). Though this has been named time and again as one of the ways of transforming businesses and training and consultancy on how best to implement it has been given in most businesses tough it is still an aspect that is wanting. This is because innovative leadership development through professional training has not been taken gravely and the endeavour to make the policies learnt during consultancy training a continuum in business operations, still remains far from perfection. This has been attributed to the inconsistent performances of businesses and lack of proper transformation through plans which has been proposed. This helps to appreciate why consultancy is a key aspect in business changes as it validates the process of transformation, why and how it should occur for the overall success of the stakeholders involved in the business operations (Paul: 2011).
Transformation processes in businesses
Business transformation is a strategy of improving business performance so that restructuring, reorganization and also remodelling of business operations can occur. According to McKeown and Phillip (2003: 3-24) this process has been effectively shown to improve the competitive strategies of a business in approaching the market and exploring it hence a strategy to increase its gains. It involves a change of organizational behaviours and also a rational focus of a business to increase opportunities of flourishing and its thriving. Daszko and Sheinberg (2005: 1 of 12) state that the process of transformation involves a change in the structures such as policies, systems, arrangements and procedures of a business being driven by assumptions that result to a change in behaviour. This process involves a transition from a tradition to a new technique of doing things which depends on the urgency for incorporation of the change in the activities of the business (Davis, Kee & Newcomer; 2010, 66-88).
Change in a business can be categorized to be either in the way of acting, thinking, destination that involves progressive change to a given focus and also motivational changes that involve a change in the way of doing things and ultimately the way we feel about certain business aspects to result to a difference in outcomes of a business for the better (Miles: 2010, 68-75). The process of transformation involves incorporating the systems of reflective knowledge which incorporates thinking, psychology, variation and knowledge concerning the theoretical research of other businesses.
The process of transformation involves stages of awakening to know there is a problem that needs to be addressed, the intent of the transformation since without it transformation it is not feasible and also the willingness to make this the continuum practice of a business. Studying of the action to be taken is also dire as this will help in testing its feasibility and progress towards the set goals (Higgs: 2001, 8-9). Coaching on how to handle the problem at hand through training and consultation from opinions of elites so that the best option can be formulated has been done and this is foreseen to bring about progressive problem solving, sound decision making and also enhance accountability in management of an organization. This is in line with the plan-Do-Study-Act cycle as according to the Deming cycle of PDSA (2011).
Implementation of business transformations in most cases have been seen to fail, this is particularly so since the policies of visionary business transformations, awakening and methods of learning and integrating these plans has failed to be properly implemented. This calls for proposition of business transformation processes which are viable and feasible if progress must be identified in the global business societies. Business transformations demand strategic planning primarily because this is a complex process which without planning may lead to stagnation of the company processes (Jianfu, Pingfa, Zhijun, Dingwen & Ken: 2010, 289-309).
According to Gillespie foundations of economics (2007: 1 of 22) business transformation is one of the feasible strategies which a business can use to add value through its adding of inputs both the tangible and non tangible ones. It has been shown to help in increasing the generation of income and profits and also in the adoption of this strategy for Overlap-BV will help in ensuring development is precedence in its planning for sustainability to be realized. The nature of these transformations varies depending on the business in question though their main focus is in encouraging on cost effective production while keeping in mind the needs of customers and quality of products and services in mind. For effective addition of value in a business as one of the main aims of business transformations prior planning to overcome the dynamics of marketing and become much flexible must be embraced, a SWOT analysis on the plan on how to achieve the proposed business transformations must also be paid attention to. This has been emphasized by International Journal of Micrographics and Optical Technology (2007: 6-8) saying a unique framework should be set up so that facilitated transformation which is fruitful can occur.
Effects of consultancy training in times of change in other industries
Business consultancy and training is becoming an everyday occurrence in our industries and has adverse effects to the progress of the organization and other industries. According to Wilson learning Inc (2005) consultations have resulted to a significant change in augment of number of sales, number of customers and also average sales per week by 18%, 11% and also 5 % respectively. This has posed as a challenge to other companies to streamline their business operations and make revolutions for the better. Performance measure in companies that have such training and consultations in terms of attracting customers, marketing their products and overall their financial gains have increased. The industries have also embraced the use of strategic planning as a model of business transformation particularly learnt through consultation ensuring that risks such as management of liquid resources has been streamlined as according to Blair (2011: 45-48). Industries have also learnt the importance of employing only competent employees who can deliver and bring progress to the company thus the continued augment in company expansion and the emergence of miniature upcoming industries to being globally.
Training and consultancy being embraced by many industries is a show of customer oriented focus particularly when companies are on the verge of falling due to tough times. This has been witnessed in making of strategic plans on how to operate and sustain marketing in these industries. This is positive change and if realized many industries are going to thrive and world economy will improve.
Consultancy has also been the cause of increased employee engagement as it has helped industries to value their customers hence engage them in important decision making aspects giving the organization an opportunity for positive growth and capitalization as according to Blair (2011: 45-48). This has been foreseen as an important aspect of sharing knowledge and trends of certain industries making them one’s own so that progress can be experienced. Corporate commitment and responsibility for successful business progress has been achieved through these consultation training reminding companies that they are not islands to operate on their own successfully. Industries have also been notified of the need to embrace technology as a continuum ensuring quality and maximal productions increasing customer satisfaction hence growth. Consultancy has also enlightened industries on new manufacturing, logistics and also advertisement strategies helping in ensuring that the PESTEL model is embraced in operations and SWOT analysis is done so that the market can be effectively studied.
Effects of consultancy training according to the opinion of the management
The impacts of consultancy training in the management of an organization have been realized in the contemporary society. According to Mian, Fredrik and Petri (2009: 523-541) business consulting has been an effect way for ensuring effective development of projects has been achieved. This is because consultancy advocates for good project management if there is good leadership and if effective results must be achieved. It also tests for the feasibility of such projects prior their initiation to ensure transformation of businesses occurs.
Though the pros of enhancing competence in organizational leadership management through consultation has not however been supported by many elites since they consider it an added cost it is an effective way of gaining knowledge on eminent production and marketing strategies. This is evidenced by Broch (1998: 115-118) who claims that seeking advice from consultants is a waste of resources since there is no sure way of operating a business and each business is unique. Further he suggests that getting successful business consultants from out there to advise you on what to do in your own company is not practical. This has brought about a reduced effectiveness of consultancy and lack of its consequent implementation after undergoing training hence wastage of money due to divergence of opinions (Arcadis: 2009).
Though this is the case many authors deduce that from consultancy training has brought a new revolution in the management of the businesses. This is because the training has advocated for strategic planning before initiation of any project, engagement of employee as part of any decision making concerning the projects which are to be initiated, also segmentation models have also be used to help in motivating and empowering employees showing the that they are not under a totalitarianism authority (Paul: 2011, 1 of 2). This has enhanced diversity, decentralization of ideas and power helping in strategic leadership in business operations and also increases the possibility of success of the business. The management of organizations incorporating consultancy has also increased the knowhow of the need to motivate employees by rewarding them through their efforts which has long been resented by leaders claiming it would cause lack of stringent adherence to instructions at work.
This policy has resulted to maximal production for employees hence the success of the business due to streamlined and proficient leadership and management (Stefan: 2009, 224-241). Consultation training has also helped the leaders in proficient dispute resolutions especially when dealing with the engagement of employees and also the standardization of their autonomies in decision making hence improving the eminence of leaders in decision making (Gerdes: 2008, 46-59). This is thus a new revolution to the leadership and the management of the business.
Effectiveness of consultancy training from a consultant point of view
Consultants are important personalities in business operations since they have the experience and can identify any hiccups in operations of businesses particularly during transformations. Consultation training has been known to effect structured management of an organization, initiate performance programs for the organization and also help in enhancing the skills of management, cost effectiveness and quality assurance in business operations. These are key aspects of business success and should be cultivated if accomplishment is going to be realized in the business. Consultation on the opinion of such experts is an effective way to encourage business sustainability by encouraging behaviours which add value to the business (Chris: 2007, 5-8). It is also attributed to be important in prioritizing business precedence based on their urgency thus an important aspect of business management both to the employees and to the business.
Consultants also attribute it to exceptional employee management minding on their involvement in decision making and also in their empowering which have been very effective in motivating workers to strife for a customer oriented focus in business thus positive outcomes. According to McKee (2003: 1-21) consultations has also resulted to businesses taking calculated risks, planning prior, increasing market opportunities hence the adoption of effective market deals for such organizations. This use of these facilitated services in management of business operations has also been noted to be the cause of increased accountability and responsibility in these organizations improving on their management.
This is evident by the trend of tackling the porter five forces of any dynamic market which include threats of substitutes, lack of purchasing power of consumers and also increased competition and rivalry from consumer contingents among others. Consultants also claim that the art of consultation has built strong brands which are far much attractive to the market hence increased sales (Baker: 2009, 191-205). Consultants also claim that businesses have become more accommodating hence the building of good rapports with customers on consultancy training as Taryn, Denvert, Paul and Deborah (2010: 185-211). According to Ahlgren and Engel (2011:1-33) consultancy training has also helped in the expansion of small enterprises exploring the market and expanding their horizons to reach out for more customers.
Conclusion
Businesses require consultation concerning what they must do if they should go on progressing by producing quality and enhancing customer attraction as precedence. This is why consultancy training is an important aspect of business planning and is foreseen to bring significant change in the striving of employees to help in business success. The need for business transformations is crucial for prior planning and strategic segmentation to ensure that businesses focus on development but the quality and customer satisfaction are precedence. This process has also been effective in increasing the sales of a business; its competitive advantage hence requires to be enforced in every business. This paper looks at consultancy training as a strategic development plan for business success and a solution to the problems of management in the companies between the employees and their bosses. Business transformation process which entails theory of knowledge so that its proper implementation can be realized is also focused in this paper. The business transformation process has been proposed using Deming’s theory of knowledge that involves planning of actions to be done minding its variation and also taking actions to fulfil the planned goals. The effects of consultancy training to both the employees and the organization have also been focused on. Findings indicate that this is a strategy to help the company focus on development through increased customer relations and also through employee engagement and empowerment hence should be taken gravely if a company must progress. Opinions of elites such as managers and consultants have termed consultations as an essential tool in the development of a business through which market studying can be done so that customer preferences are made known to the business. This has been effective increasing a good rapport between the customers and the business due to increased satisfaction. The adherence to consultancy unlike the opinions of other elites as observed in the research will foresee business progress and customer oriented business development.
References
Advisor Evolution: Leader: 2011. Money Marketing, March 31, 3. http://www.proquest.com/ (accessed April 20, 2011).
Ahmed, D. and Sundaram, D. 2007. A Roadmap for Sustainable Business TransformationThe International Journal of Environmental, Cultural, Economic and Social Sustainability, Volume 5, Issue 2, pp.165-182
Ahlgren, L. & Engel, L. 2011. “Lifelong learning through SMEs: Exploring workplace learning in the UK”, Journal of Workplace Learning, Vol. 23 Iss: 5
Arcadis Establishes Program Management Construction Management Division; Names Dahill as President of New U.S. Division. 2009. Business Wire January 6 http://www.proquest.com/ (accessed April 20, 2011).
Baker, B. (2009), Chapter 14 Consultation Builds Stronger Brands, in Liping A. Cai, William C. Gartner, Ana María Munar (ed.) Tourism Branding: Communities in Action (Bridging Tourism Theory and Practice, Volume 1), Emerald Group Publishing Limited, pp.191-205
Blair, F. 2010. The Key to Liquidity Risk Management. Credit Control, January 1, 45-48. http://www.proquest.com/ (accessed April 20, 2011).
Bloch, B. 1998. How they put the “con” in consulting. Journal of Managerial Auditing Journal, Volume 14 Issue:3, 115-118
Canadian Newswire. 2011. Minister of state moore chairs consultation session with small business Canada http://www.proquest.com/ (accessed April 19, 2011).
Chris G. 2007. GMI Theme Issue Consulting for Business Sustainability. Journal of Greener Management International Issue 54, 5-8
Da Costa, R., and N. António. 2011. The “Outsourcing” As an Instrument of Competitiveness in the Business Consulting Industry. Journal of Management Research 3, no. 1, (January 1): 1-13. http://www.proquest.com/ (accessed April 19, 2011).
Daszko, M. and Sheinberg, S. 2005. Survival is Optional: Only Leaders With New Knowledge Can Lead. TheoryofTransformation, Retrieved on 20th April 2011 from; http://www.mdaszko.com/theoryoftransformation_final_to_short_article_apr05.pdf
Davis,B.; Kee, J. & Newcomer,K. 2010. Strategic transformation process: Toward purpose, people, process and power. Organization Management Journal, Spring2010, Vol. 7 Issue 1, p66-80, DOI: 10.1057/omj.2010.6
Gillespie: Foundations of Economics. Additional Chapter on Business Strategy 2007. Oxford University Press, Oxford Higher Education. Retrieved on 20th April 2011 from; http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/business_strategy.pdf
Gerdes, A. 2008. The clash between standardisation and engagement. Journal of Information, Communication & Ethics in Society Volume: 6 Number: 1 Year: 2008 pp: 46-59
Green Business: From Risk Management to Opportunity Capitalization. 2008. PR News, August 11, http://www.proquest.com/ (accessed April 20, 2011).
| Henrik K., and Per-Erik E. 2011. Formal and integrated strategies for competence development in SMEs. Journal of European Industrial Training 35, no. 1, (January 1): 71-88. http://www.proquest.com/ (accessed April 19, 2011).
Higgs, M. 2001. Beyond operations to partnership Evidence is mounting of the effect people management can have on corporate performance. Now, argues Malcolm Higgs, HR managers must address their relationship with the top team:[Surveys edition]. Financial Times, December 3, http://www.proquest.com/ (accessed April 20, 2011). pg. 08 International Journal of Micrographics & Optical Technology. 2007. A Unique Business Process Framework to Facilitate Transformation Vol. 25 Issue 3/4, p6-8 Jianfu , Z., Pingfa F., Zhijun W., Dingwen Y. and Ken C. 2010. Activity Based Cim Modeling and Transformation For Business Process Systems. International Journal of Software Engineering & Knowledge Engineering Vol. 20 Issue 3, p289-309 McKeown, I. and Philip, G. 2003. Information technology and competitive strategies: learning to fly. International Journal of Information Management 23, 3–24 McKee, S. 2003. ‘ Some reflections on multinational accounting firms and consultants as contributors to business education and economic sophistication in emerging nations’ 1 of 21 Mian M. Fredrik N. & Petri H. 2009. Assessing the effectiveness of business consulting in operations development projects International Journal of Productivity and Performance Management Volume: 58 Issue: 6 523-241 |
Miles, R. 2010. Accelerating Corporate Transformations (Don’t Lose Your Nerve!) Harvard Business Review, Vol. 88 Issue 1/2, p68-75
Paul P. 2011. Crisis Point. Journal of Commerce, Journal of Commerce.
http://www.proquest.com/ (accessed April 20, 2011).
Reihlen, M., Smets, M. and Veit. A. 2010. Management Consultancies As Institutional Agents: Strategies For Creating And Sustaining Institutional Capital. Schmalenbach Business Review : ZFBF 62, , (July 1): 317-339. http://www.proquest.com/ (accessed April 20, 2011).
Richard, B. 2010. No, Management Is Not a Profession. Harvard Business Review, Jul/Aug2010, Vol. 88 Issue 7/8, p52-60
Stefan G. 2011. Diversity management strategies of global hotel groups: A corporate web site based exploration. International Journal of Contemporary Hospitality Management Volume: 23 Issue: 2 2011 224-241
The Deming PDSA cycle. 2011. Value Based Mangement.Net Retrieved on 20th April 2011 from; http://www.valuebasedmanagement.net/methods_demingcycle.html
Taryn A., Denver S., Paul R. & Deborah B. 2010. A fundamental exploration of administrative views of hospital hospitality and service excellence, in Joseph S. Chen (ed.) 6 (Advances in Hospitality and Leisure, Volume 6), Emerald Group Publishing Limited, pp.185-211
Wilson Learning Worldwide Inc. 2005. Enhancing sales performance through business consulting skills. Retrieved on 20th April 2011 from; http://wilsonlearning.com/images/uploads/pdf/sales_performance_en.pdf
