HOW WE HELP
With continued growth and increasing competition in the Federal sector, we have developed a dynamic business management consulting process, by collaborating with diverse business concerns, industry trade associations, academics institutions, and client executives; that not only addresses the question of
"What is the Industry standard of Best practices concerning the correct management consulting processes?'
Our process has yielded unmatched results for our clients. Below outlines Federal Government Expert's (FGE's) consulting process derived from our extensive research and experiences across the Federal Marketplace Enterprise.
The primary attribute most-often cited is knowledge – subject matter expertise – typically in an industry. Federal Contracting, Bid and Proposal Capture Management, or Emerging Military technologies, for example: An alternative primary attribute is a technical expertise. Strategy development, policy development, organizational design, process improvement, strategic alliance management, project management, change management, are several common examples. These two might intersect, describing "Sue" as ‘a strategy consultant in aerospace & defense.’ Then a series of secondary attributes common to ‘great management consultants’ are described; interpersonal skills, project management skills, analytical skills, management consulting skills, intelligence, and curiosity.
Industry knowledge is mostly gathered through experience.
Technical expertise usually starts with training.
Interpersonal skills are inborn and learned.
Intelligence and curiosity are mostly nature but (some believe) can be nurtured.
Project management and analytical skills are either trained and/or learned on the job.
Then there are the core management consulting skills. By core we mean those activities every management consultant conducts on every project, and whose level of performance directly impacts the client’s outcomes. Our consultants are proven technical experts in their fields, each team member averages over 20 plus years of experience in their respective fields of expertise. We also have honed our skills, methods, and techniques for which clients find necessary to achieve their desired results. Unlike many other firms, we've noted that their consultants have prescribed approaches in which they are trained. However, in leveraging our processes, skills and unique approach we've developed comprehensive solution(s) that are 'Client' specific and situationally dependent based on Your objectives not our bottom line.
Were you trained on how to perform stakeholder interviews? Some consultants are trained how to manage the interview and the interviewee, but from our research, no one has been trained how to determine which parts of the input to write down, how to write it down, then how to select from that content those statements which should become the raw material for the balance of the project. Instead, each management consultant has their own style of note-taking and their own process for discerning which content to take forward.
Conclusions – the management consultant’s opinions for which the client waits with great eagerness (to playfully plagiarize Sir John Gielgud in “Arthur”). Who was trained on DOCA – gather Data, make Observations, draw Conclusions, suggest Actions – in a way that the advice doesn’t just sound right but is right?
The Case for Action - 80% of the consultants we speak to understand its necessity and can describe it, but only a few document it as an explicit step in their consulting process and can explain how they create it.
These are three of the 33 core skills identified that cumulatively determine the quality and outcomes of management consulting. FGE has reviewed each skill necessary for effective consultation and designed a dynamic consulting process to assist any company.
We've discovered that the immediate way to becoming more competitive and conduct better projects is to possess these core management consulting skills equal to or above the standards of your subject matter knowledge and technical skills currently within the client's organization.
Our clients are reaping the benefits of FGEs consultant’s subject matter knowledge and technical expertise by being applied more accurately, consistently, and efficiently. This concept is referred to as 'consulting process excellence,' going beyond methodology into the specifics of the industry norm, since our inception we've instituted this as a standard practice that is afforded to every client irrespective of size or scope of the problem set(s).
Solution (Our Process)
Exhibit 'A' Federal Government Expert's Process:
Providing information to a client.
Solving a client’s problems.
Making a diagnosis, which may necessitate redefinition of the problem.
Making recommendations based on the diagnosis.
Assisting with implementation of recommended solutions.
Building a consensus and commitment around corrective action.
Facilitating client learning—that is, teaching clients how to resolve similar problems in the future.
Permanently improving organizational effectiveness.
The lower-numbered purposes are better practiced and are also more requested by clients. Many consultants, however, aspire to a higher stage on the pyramid than most of their engagements achieve. Purposes 1-5 are generally considered legitimate functions, though some controversy surrounds purpose 5. Management consultants are less likely to address purposes 6-8 explicitly, and their clients are not as likely to request them. But leading firms and their clients are beginning to approach lower-numbered purposes in ways that involve the other goals as well. Goals 6-8 are best considered by-products of earlier purposes, not additional objectives that become relevant only when the other purposes have been achieved.They are essential to effective consulting even if not recognized as explicit goals when the engagement begins.
Moving up the pyramid toward more ambitious purposes requires increasing sophistication and skill in the processes of consulting and in managing the consultant-client relationship. Sometimes a professional tries to shift the purpose of an engagement even though a shift is not called for; the firm may have lost track of the line between what’s best for the client and what’s best for the consultant’s business. Our consultants do not try to prolong engagements or enlarge their scope. Wherever on the pyramid the relationship starts, the our first job is to address the purpose the client requests. Because of our thorough approach other opportunities present themselves in which we collaborate with our client to ensure we capture the new desired result.