Business transitions can be complex, especially when it comes to transitioning from a consulting firm to a client. At KPMG Consulting, we understand just how difficult it can be to make the switch – and we’re here to help!
Join us as we explore the challenges one might face and how to overcome them for successful consulting transitions:
Introduction: What is KPMG Consulting?
KPMG Consulting is a global management consulting firm that works with organizations in the public and private sectors to help them become more efficient, profitable and successful. By focusing on strategic planning, operations management, risk management and technology development, KPMG Consulting provides professional assistance for clients in order to achieve their goals. With offices located in more than 40 countries around the world and a network of over 8,000 professionals with deep industry knowledge, KPMG Consulting is able to support clients throughout their transformation.
The success of KPMG Consulting lies not just in the services they provide, but also in its ability to transition from a consulting firm to an implementation partner for its clients. This transition can be extremely challenging due to the size of the company and cultural differences between internal staff and external stakeholders.
In this article we will explore the difficulties associated with transitioning from consulting firm to client as well as potential opportunities available by taking on such a role. This discussion will include:
- Information on how to build effective relationships between firm personnel and external partners.
- How to structure services in an optimal way for both parties involved.
- How best manage project deliverables and expectations during transitions.
Challenges of Transitioning from KPMG Consulting to Client
Making the transition from KPMG Consulting to a client’s site can be both thrilling and daunting. Those who make the switch will find themselves in a different environment, having to quickly adjust to the company’s processes, personnel, procedures and technology.
The potential challenges stem from the dynamic of transitioning from an external to an internal consultant role. As an external consulting firm, KPMG Consultants are primarily focused on identifying potential solutions while performing certain specialized functions. This experience is unlikely to have prepared them for all of the complexities that accompany being a member of a client’s staff.
KPMG Consultants must quickly become familiar with the existing culture and expectations their clients have for their performance when transitioning positions. It is essential that they understand the processes in place for identifying enhancement opportunities and implementing solutions within their organizations prior to making any suggestions or implementations. Along with this knowledge, it is necessary that KPMG consultants develop relationships with various stakeholders within the hosting organization in order to better understand current procedures, systems and cultural dynamics of their clients.
Moreover, Consultants must be prepared for different workload responsibilities when beginning their new role as a member of staff at a client’s facility. These tasks may include:
- Project lead roles and demands associated with developing various projects through implementing technological solutions or process changes that will meet both cost efficient standards & organizational objectives regularly set by upper management within the organization hosting them at their facility.
- Language or software challenges due to training efforts conducted in-house by clients which consist of proprietary software developed overseas or continually evolving information systems which do not use standard library data sources or utilize computer languages exclusive to certain firms hosting consultancy services hired as part of their labor force on location.
Communication Strategies for a Smooth Transition
At KPMG, consulting professionals are expected, not only to be excellent problem solvers and advisors, but also effective communicators. Making a smooth transition from a consulting firm to a client’s corporate culture can be challenging. To ensure successful outcomes, it is important for KPMG consulting professionals to understand how to successfully communicate between the two worlds.
The following communication strategies can help KPMG consultants bridge the gap between their current firm responsibilities and a client’s desired needs:
- Pay close attention and ask questions about core business areas like current strategy or operational processes. Asking questions shows that you are open to engaging in dialogue about the topic at hand.
- Be transparent in any conversations you have with clients and business development professionals; speak openly and honestly about your strengths and weaknesses or any issues that could potentially impede progress on a project.
- Respect different perspectives by listening carefully while also offering clear explanations of solutions or solutions to problems. This builds strong relationships over time.
- Provide thoughtful feedback when needed, as well as suggestions for improvement of procedures or policies based on your expertise and experience in similar projects or initiatives at other firms.
- Be mindful of industry standards including data security protocols while also recognize industry trends in order to leverage them in your work with the client organization.
- Maintain an adaptive attitude; acknowledge changes quickly and remain flexible even when faced with difficult situations or stakeholders within the organization.
By adhering to these communication strategies, KPMG consultants can effectively bridge gaps between firm responsibilities and those of a client for successful outcomes on consulting engagements.
The Benefits of Working with a Consulting Firm
When it comes to outsourcing your business needs, working with a consulting firm can provide several benefits:
- Access to resources and experience that you may not have within your own organization, including the ability to create value-added solutions quickly and cost-effectively while still providing high quality results that are tailored to your specific business needs.
- Objectivity which can be quite valuable in certain situations, enabling them to assess the situation objectively and come up with innovative ideas that may be overlooked by those within the organization.
- Increased focus on the goals of an organization since there is no temptation for employees or management within the company to prioritize their own career gains over the well-being of the organization itself. This increased focus on company objectives can lead to innovative solutions being identified or implemented more readily.
Understanding the Client’s Needs
Consultants transitioning from an internal or external role at the firm need to understand their client’s needs, wants and expectations. It’s critical for any consultant to recognize that the client has a life of their own, separate and distinct from the consulting firm. Consultants should take the time to fully communicate with their clients so that both parties are on the same page about project goals and objectives.
A consultant must evaluate multiple factors such as organization history, corporate culture, current issues and past successes in order to gain an understanding of their client’s needs, wants and expectations. Without proper research they may fail to appreciate how operations are conducted at all levels of the organization or lack insight into potential areas where change could lead to improved performance.
Additionally, consultants must understand the language used by clients. Often, clients will use specific terms or phrases that are unique to a particular industry or sector in order to express what services they need from a consultant. Asking clarifying questions in these situations is essential for gaining an accurate understanding of service expectations which is crucial for any successful transition away from traditional roles within a consulting firm environment.
Managing Client Expectations
It is a common challenge for consultants transitioning from internal roles within a firm to working with external clients. In addition to gaining an understanding of the client’s industry, services required, and expectations, consultants must also manage their own expectations and those of their employer.
Client expectations often differ from those of internal teams with whom the consultant is used to working. Client issues often involve broader and more complex business challenges that may require quick decision making, close collaboration with the client team, and clear communication of deliverables. To succeed in exceeding client expectations requires an ability to multitask efficiently and effectively by balancing an understanding of all aspects of the project while managing competing priorities.
Consultants must gain insight into their client’s objectives and stakeholders through research and data analysis to develop effective recommendations that align with corporate goals.
Successful consultants understand that meeting deadlines is essential for clients who are time-sensitive; however, they must not compromise on quality in order to meet project deadlines. Consultants who can demonstrate reliability while delivering solutions that surpass customer expectations will build loyalty over time and eventually become trusted advisors who are invited back again for future projects.
The Impact of Technology on Consulting
The increasing use and sophistication of technology, such as analytics and artificial intelligence, has had a dramatic impact on the consulting industry. Technology can enable organizations to identify trends more quickly while predictive algorithms can help organizations make data-driven decisions.
While technology can be used to improve efficiency in consulting services, it is also a source of disruption, forcing firms to find innovative solutions or risk losing out. The traditional approaches to consulting no longer suffice with organizations seeking out new ways to derive insights that may previously have been difficult or impossible to obtain. Consequently, consultants must develop new skillsets and expand existing ones in order for their services and advice to remain valuable.
Technology has impacted all aspects of the consulting process from strategy development down to implementation and operations. Various technologies such as robotic process automation allow for large tasks that would otherwise require manpower hours to be completed quickly and efficiently. The capacity for automation also implies faster response times from consultants and increases demand for reports that give real-time information with measurable outputs that can be tracked over time.
Conclusion: Making the Transition Easier
Making the transition from consulting firm to client can be challenging, but there are ways to make it easier. Building strong working relationships with current and former clients is paramount. Establishing a trusting relationship early on can help maintain loyalty and minimize turnover.
By taking the time to research the market and understand the dynamics of the industry, consultants can tailor their advice to meet their clients’ specific challenges.
Understanding team dynamics and leadership styles, recognizing potential pitfalls in timelines or criteria, paying attention to detail, demonstrating strong communication skills, providing professional stakeholder management plans, and delivering quality assessment reports will go a long way towards making things flow more smoothly throughout the transition process. With thoughtful considering and planning on both sides of the equation, any consultant-client partnership can be a successful one.