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Consulting

Over the past 20 years, I have been involved in many change initiatives. There are two key ideas that have always been of particular importance to me: 

 

Exchange and consultation between managers and stakeholders as well as a clear focus on the goal and practical implementation.

 

I have taken on a wide variety of roles and contributed to the projects.

It was always essential for me to examine the status quo and the strategy for achieving the goal. However, I consider it just as important to deal with the factors influencing the achievement of goals.

 

This can be the economic situation of the company as well as the customer side, sales aspects, communication with the customer or how the process is structured. Here, essential questions should always be considered: by whom is the individual product manufactured or distributed? Who ensures the consultation of services and what is the quality of the service that arrives to the customer?

 

If the customer is not satisfied with the quality provided, this will always lead to problems sooner or later. Consulting helps to identify the core issues and to deal with the necessary questions in a targeted manner.

 

As already stated, consulting is first characterized by the exchange with the persons concerned. From this point of view, it is always a matter of becoming aware of the current situation and working out the concrete goal. Once this step has been taken, the planning can take place, which must be completely individualized to fit the respective customer. The planning must also include the time planning with corresponding milestones along with the resource planning. Once the planning has been done, discussed with the customer and commissioned by the customer, the planning can be implemented. At this point, it must also be determined who the relevant contacts are in the respective company and what the role of the consultant is. The implementation usually takes place within a project that can run according to classic or agile project management. After completion of the project, an evaluation should take place. If this is to be done only briefly and concisely, it can also be done in a lessons-learned or feedback round.

 

Consulting can take on many different perspectives, which can also depend on what collaboration is specifically agreed upon.

In a neutral perspective, GRIFFOX acts as a process consultant or method teacher in the sense of a train-the-trainer approach to ensure that the most effective content concept possible is developed and efficiently implemented in the organization. Contributions to the project therefore consist of:

  • the moderation of workshops using professional methods

  • the implementation of trainings for team or project leaders, e.g. regarding the topics of moderation, project management, conflict management or group leadership

  • the support of project organization and project planning

  • the collection and preparation of information

  • the preparation and follow-up of project meetings, e.g. setting the agenda or writing the minutes

  • the support in the preparation of presentation materials

 

The main advantage of this type of consulting is that it follows the model of participation.

The content-related concepts developed by the customer are presumably met with less resistance at management levels than if they were based exclusively on ideas from external strategy consultants. The customer's sovereignty over the content also preserves the individuality of the concept in relation to the company in question. One disadvantage can be that the conception phase itself takes more time than if it is carried out exclusively by a content consultant.