emotive case study

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Status: Finished  |  Genre: Romance  |  House: Booksie Classic

One of my friends advise is “Every old boss and old colleague needs to be tracked down as they could provide very valuable leads.” With this, I am enthused for new initiatives.

Though I stopped my consultancy practice some years back, still my old clients and consultant friends asked for my help to investigative consultants and companies’ in collaboration to the true spirit of professional sense. I have to do it because clients and consultants are believed to be a perspective matter of trust and results – I agreed because it might well be my perspective, too.

All my deeds in this regard are more democratic for the clients and consultants to be available on a transparent basis. I’m happy to make a new gamut contribution in consultancy practice.

I am currently researching to establish set of ethical guidelines and values for solo consultant and small consultancies in India. Also, I am presently acting as “Ombudsman” between clients and consultants on their request.

I am interested to market my new gamut of services in a more focused way. I wish to maximize the potential network of my contacts with help of my senior colleagues’ advice. All my research endeavours are self-financed.

I like to engage in to gain the support of professional contacts and making use of the many free online resources, including freelance work platforms and social media sites, some of which are industry or profession specific, can help consultants get their new careers off the ground fairly quickly.

In gone the years by, I was a Management and technical consultant to pharmaceutical and healthcare industry.  During 1985 – 90s, I used to gag my friends for being a consultant and helping

The reason was, the small and medium pharmaceutical and healthcare industries were owned by half-knowledge pharmaceutical distributors and backstreet cantankerous clients. All the SMEs were understaffed and under-resourced. Of course, that was the type of modus operandi during those days, but a great deal of demand for knowledgeable individuals or consultants.

So, in India during1985s, departing full-time employment, and bringing all the skills and expertise learnt over the years to set up a consultancy, had become a popular move. I planned and prepared for that move over a year prior. It involved in the lot of planning, some market testing and a lot of soul-searching, but because I had prepared, the transition was easier, success was early imminent than I expected.

My first step was to attend the responsibilities of a small and medium enterprise’s business, managing finance and cash flow, planning marketing strategies, and handling paperwork. The gig was sort of part-time job; the fee was extremely good and chargeable if they found you were good at work. Initially, I used to manage 2 companies on retainment basis.

The pressure persistence was huge as every client anticipated results in fast, good, and cheap manner.

But, all those three at once could not be done and was humanly impossible. If the client had to pick two out of three, some SMEs had been going for fast and cheap, and that’s not a good choice. SMEs need fast and good.

Any consultant who committed these three flagrantly for huge upfront payment later repented “How did I ever get myself into this situation?” and sighed in frustration.

Maybe consultants with more clients had taken some of grandstanding, but not long-lasting since every client demanded more than a consultant could offer creative solutions in SME’s platitudes. Eventually, the consultancies with many clients flopped despondently.

And many of consultants were without earnings.

Even now, it is more often said in the consultancy services, to do a great job means you have to have a great client. It is literally true.

As a consultant, I had taken initiative to sort-out this tag-of-war predicament In the process, I interviewed my colleague-consultants, their clients for mutually beneficial agreement.

  • I had tried to bring some professional standards between them.
  • I tried to create an amicable language to describe the anguish of both client and consultants.
  • I invented some niche units inside the small and medium enterprises to bring about wisdom and sagacity between clients and consultants.
  • I have educated SME businessmen about consultant’s services as “Consultant word denotes someone who is authoritative and knowledgeable on a particular subject, and that experience and know-how are something that other organisations need and are willing to pay for.”

These four steps had brought out the initial understanding between clients and consultants.


This example applies to old and present consultants and clients.

Primarily, every consultant should agree that the employees in companies have worked too damn hard to sustain company’s survival and growth in the competitive marketplace. They do not like to see a couple of consultants throw a spanner or hand grenade in the middle of everything they developed.

The first task for a consultant is to maintain a bonhomie attitude with client company’s employees irrespective of their designations.

If you are a management consultant, never develop misunderstanding with company’s executives. Fresh understandings lead to good collaborations, almost always lead to more effective actions. This kind of benefit makes consultant’s job easy.

If you are the technical consultant, yes, you have a special status to enjoy. Because most consultants see their work as a set of technical tasks aimed at developing and delivering a refined or redefined recommendation or a developed solution hitherto unknown to clients or company’s staff.

A businessmen’s forte is investing, manager’s forte is managing and leaders forte is creating a milieu, in which creative people work together for innovations. A consultant forte is not just one but many in range and adapts accordingly to the need of the situation.

One of the most valuable services a consultant can provide is to help clients develop new insights and perspectives about their situations.


When it comes to merger it was OK, but with acquisitions it was different. I used to advise my clients never indulge a consultant in acquisition planning, as a consultant might not know what an acquisition meant to parental company and consultant did not know what it should look like from inside or even how to start creating one.

Even now, understanding merger and acquisition is a turf battle.

In turf battle, company’s internal employees do not know hidden external threats and weakness.  And outside consultants or experts do not know company’s internal strengths and weakness.

That is why; I never participated in any merger and acquisition planning and never was interested. Instead, I advised clients to hire skilled, retired legal and charted accountant, a wise counsellor, or an organizational tactician who can devise up a set of processes to navigate through numerous anticipatory thresholds in turf battles.

The trusted intelligent internal senior executives can understand the full scope and challenges of marketing problems versus required spectrum of services, or much-needed products on the pipeline for near future.

But then, it’s also frequently said in consulting circles that the person who hires you is always a part of the problem or part of success. Part of great consulting is helping the client to understand what that problem is and what is needed to solve it.

In simple, what an experienced consultant can bring to SMEs? So is also answer in simple, he brings right goals for right reasons, and right decisions with right value of execution for key results.

With the help of a consultant, the client management can set right objects/goals, which means a right direction. The key results mean measuring objects, a course of direction and timeline for final goal accomplishment.

Lack of coordination between consultants-company’s executive’s leads to poor in joined-up thinking and execution of envisaged strategic planning.

In hindsight, Consultant’s actions always have positive consequences for clients other than him. Company’s positive results present in performance will create opportunities for a much broader cross section of individuals within in the SMEs.

With success, every day is a new lifetime.



Submitted: June 18, 2018

© Copyright 2020 thai prasad. All rights reserved.

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