My role as a consultant is to help clients get from their current operations to become best in class (or at least better). The problem, however, seems to be that improvements don't stick. After a period of improved performance, improvements seem to slip away as staff turn over and markets change. How can I help my clients extend the period of performance improvement?

Several years ago William Bridges made the distinction between change and transition. He said that too many companies are focused on change, which is an activity-based concept, and too few are focused on transition, which is a more continuous concept. The latter includes the transformation of culture required to sustain improved performance. As a consultant, part of your job is to determine to what extent your client needs support in each of these areas, given that both are needed.

Be clear with your client about the scope of their intended improvement effort and to what extent you can help them. Change activities such as new hires or training, improved technology, financial restructuring, or a new marketing plan are straightforward, although not necessarily easy. These are typical areas for which companies ask consultants for help. What is harder is the transition of the culture, the concept of operations, and embedding strategy into the organization. These latter outcomes are seen as softer and indirect foci of consulting and for which too few clients appreciate the need. However, without them, the "change" is temporary and performance improvement dissipates. The ability to carry a client through transition can be at least as important as traditional change activities.

Tip: Explain to your client the difference between change and transition and the role o each in where they want to take the organization. Perhaps both of you might read Bridges' book Managing Transitions and discuss how you can help with each aspect. This is a good opportunity to use your network to assemble a complete consulting team to provide skills in whichever area (change or transition) in which you lack skills.

© 2009 Institute of Management Consultants USA

With the economy in rough shape, clients are focused on the traditional, basic, and core aspects of business. These are usually cost cutting, process streamlining, and top line growth. If these are not my areas of expertise, how best can I use my consulting skills?

These "core skills" you describe are always in demand, but this does not mean that they are the only ones needed by public and private sector organizations. By working harder to make more and spend less money, organizations can survive flat markets. But these are not just flat economic times. Businesses need to create value, not just squeeze more out of current accounts and operations.

This calls for innovation in technology, finance and management. It is this last area in which management consultants can provide significant value. Consider your wealth of experience in a range of settings and put your ingenuity and expertise to work to create new approaches to the new problems facing your client.

Regardless of your area of expertise, the current environment is unlike any faced by our consulting colleagues in their lifetime. Neither you or your client has any experience that wouldn't benefit from innovative approaches to emerging challenges they face.

Tip: Sit down with your client to discuss the need for new approaches. For example, if tight credit is a dominant challenge, think about how to partner with your suppliers to spread risk and manage cash flow. If talent management is the issue, maybe consider working with new outplacement firms or suggest some of your consulting colleagues willing to serve in interim roles. Do more than just bring your experience, create some new experience.