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In This Issue...
Insider Vision by Barry Scheur
Insider Perspective: Meeting Compliance, One Person's View
Readers Write In
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--- The Managed Care ---
I N S I D E R
is published six times a year by
The Scheur Management Group, Inc.
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Publisher ... Barry S. Scheur
Editor ... Ruth M. Aaron
Research ... Judith A. Jaffe
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Nancy K. Belle
©2002 By The Scheur Management
Group, Inc. All rights reserved.
Reproduction by any means of any
portion of The Managed Care Insider
without prior permission is strictly
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ISSN 1523-6110
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Our Readers Write
The following represents an opinion expressed by one of the many subscribers to The Managed Care Insider. We encourage our readers to respond to published articles. As stated in our first edition, The Insider is meant to be provocative, informative, and challenging to readers. That said, we present David Shabot, Vice President of Korn/Ferry International.
I would like to comment on a few items in your article "How to Avoid Dissatisfaction with Consultants." (The Managed Care Insider, Vol. 1, No. 1)
The first comment is directed at your point #1, suggesting that someone in-house could be empowered and legitimated to do the job of the consultant. I do believe that this is all about opportunity cost. Does the Chief Executive Officer or Chairman of the Board have the time to commit internal resources to the analysis, evaluation and execution of a particular strategic issue? Furthermore, there are many times when an outside consultant can help to synthesize what may already be known in the organization, but it has not been communicated in as succinct a manner. Organizations are sometimes too caught up on the "inside" to appreciate the broader perspective of what is going on as it relates to the organization and the marketplace.
Consultants also bring a discipline to a process of analyzing a situation, evaluating the options and recommending a particular strategy or outcome. Such process managers are not necessarily as well organized internally.
My second comment is directed to point #3, that the senior project consultant might only be there for the sale and not involved throughout the assignment in a very significant manner. I can only say that our firm does not function in that manner. Virtually all of our senior consultants are involved in the direct execution of an assignment. Furthermore, I would have to say that many business drivers within consulting firms are of the type whereby they cannot sell the amount of business they do without sacrificing time in the project execution and management. However, these people are few and far between. While they may be the individual with the best reputation, their firms do not always use them to manage assignments as much as to sell new business.
Sincerely,
David M. Shabot |
