This consultant was talking with one of his clients this week about knowledge transfer on consulting projects. Specifically, does it ever actually happen? The standard vanilla consultant script on this subject (which I have personally delivered OH so many times) is something like:
"Well, there are a three main ways we could make knowledge transfer happen for you, Steve. One approach is for us to lead the engagement and for one of your guys to shadow the consultant lead on each category team. That way, your people will pick up the skills as they watch our consultants do the work. A second way is formal classroom training courses which we would deliver to your folks. At the completion of the training your staff would have the skills to execute the work themselves. A third way is to use a combination of the two". (Have you noticed how the third way is always a combination of the first two? Hmm.)
What do you all think? Which is the best way to transfer knowledge to client staff on consulting projects? Do any of them really work? I have my views. I want to know yours. Let's discuss next week.
Also next week - a little late I know, but what's new (Hey! I'm Working Here!) - Surefire Strategy #9 for Producing a Consulting Project Trainwreck - "Sub Out Major Parts of the Work, Go Do Other Stuff, then Check in with the Contractor at the End".
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4 comments:
Our company's had 3 strategic sourcing projects "done to us" in the last five years by various consulting firms with varying sucess regarding knowledge transfer. Only one did formal training which I would classify as mildly effective. In the trenches, many didn't want the firms there anyway so that was a struggle for transferring skills in itself.
Mark
Many projects are driven from cfo-level without directive for knowledge transfer - in that case though how to make sourcing savings stick?
And how often can the existing staff be trained to take on the new roles anyway? In my experience less than half of purchasing staff can make the cut to strategic sourcing.
Colin,
I've also been involved in several sourcing projects sponsored by a C-level executive where the single priority was to deliver cost savings with no requirement for knowledge transfer. In my view the main issue in these cases is not whether the consultant trains the client staff but whether there is a mechanism in place to push spend through the new contracts and actually realize the "potential" cost savings from the sourcing process. This is partly change/stakeholder management issues (e.g. involving users in the sourcing process so that the new contracts meet their needs), and partly systems issues (e.g. e-procurement catalogs populated with quality content, spend analysis to track compliance, etc.).
Re:your comment about skills of existing staff, I agree that unfortunately not all current purchasing staff are a fit with the requirements of a strategic procurement organization. This is an assessment that must be made at the beginning of any procurement transformation initiative. Where training alone cannot deliver the strategic sourcing and interpersonal/leadership skills needed there should be a hiring plan developed to bring on any new staff required.
Colin,
I've also been involved in several sourcing projects sponsored by a C-level executive where the single priority was to deliver cost savings with no requirement for knowledge transfer. In my view the main issue in these cases is not whether the consultant trains the client staff but whether there is a mechanism in place to push spend through the new contracts and actually realize the "potential" cost savings from the sourcing process. This is partly change/stakeholder management issues (e.g. involving users in the sourcing process so that the new contracts meet their needs), and partly systems issues (e.g. e-procurement catalogs populated with quality content, spend analysis to track compliance, etc.).
Re:your comment about skills of existing staff, I agree that unfortunately not all current purchasing staff are a fit with the requirements of a strategic procurement organization. This is an assessment that must be made at the beginning of any procurement transformation initiative. Where training alone cannot deliver the strategic sourcing and interpersonal/leadership skills needed there should be a hiring plan developed to bring on any new staff required.
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