We help large and mid-size companies improve themselves for lasting success. We are active in all the classical product and market segments of management consulting. We orient ourselves to the current tasks of our clients and always create custom solutions. |
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Consulting Governance® |
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Transparent, Successful Collaboration between Client and Consultant
For some time, corporate governance has been a topic of discussion, especially the question: How are power and control in the relationships among shareholders, board of directors and management to be regulated? Many discussions of corporate governance were sparked by scandal and managerial mistakes, and nearly every case involved management consults. Consultants have been accused of hubris, unprofessionalism, ignorance of the client's business, unfairness and even greed.
The blanket condemnation of the consulting industry bothered Hans Knöpfel. He assumed that a few black sheep among consultants were tainting the industry. The predominant majority, he was convinced, work professionally and correctly. Knöpfel's discussions with customers and colleagues showed that a more differentiated view of consulting is in order. Dividing the consulting world into "good" and "damned" doesn't resolve the problem any better than holding on to a strictly positive view of the consulting world.
After analyzing some early consulting projects, Knöpfel concluded that consulting projects always succeed when, from the outset, measurable goals, approaches, competencies and responsibilities are clearly defined in a set of rules. Or put another way: Where such rules don't exist, the projects flounder, or fail.
The Program
Following various codes of best practice in corporate governance, Hans Knöpfel developed the concept of Consulting Governance – designed to ensure safe, lasting project success through close co-operation between client and management consultant.
The Consulting Governance Program
Consulting Governance is a philosophy, a system and an action framework. The goal: to realize consulting projects in a more targeted way, faster, more economically and with greater success. The Consulting Governance Program:
- builds, though its values, confidence among all involved in the consulting process.
- increases the Return on Consulting through systematic procedures and a clear action framework
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The Success Factors
Seventy per cent of all mergers fail. Eighty per cent of all change projects are described as "unsuccessful." Everyone knows these and other numbers. The reason so many improvement or change projects miss their goal is clear: the people involved follow a purely linear process and fail to account for influences or groups that lay outside their purview. For these reasons, the Consulting Governance Program relies on approaches that are unique to the consulting world.
Integrated Approach
Corporate performance improvement and transition methods are integrated. Every optimization project is a change project, and vice versa. Systematically linking these disciplines guarantees that all project-specific needs (and thus all factors relevant to success or failure) are considered and treated.
Networked Approach
The process illustration, The Consulting Governance Approach, is founded on networking, so individual stages and/or activities can run, at least partly, in parallel. The result: a shorter project, higher yields, lower costs.
Project Approach
Consulting Governance clearly defines project procedures. All responsibilities are clearly defined. Phases and stages are fixed.
Roles and De-Escalation Approach
At the start of the project, all roles in the project are clearly defined. Beyond that, agreements are made on what is to be done in the case of an escalation (for example, when the project deviates from rules or plans). |
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