Seven C’s of management consulting and intervention

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Mick Cope has developed 7 C’s of management consulting as given below.

1. Client – understand the person and the problem
2. Clarify – Find out what is really going on
3. Three – Bill the best possible solution
4. Change – Make it happen
5. Confirm – Make sure it has happened
6. Continue – Make the change stick
7. Close – Close the engagement and maintain the relationship

Management consulting and intervention – further reading

In the recent periods popular business improvement and change strategy and concepts have been implemented in many business organisations. It is clear that management consultancy and intervention programme require specific set of skills and consultants role have to be defined based on expectation of the client and the consultant. The relationship between the client and the consultant had to be maintained based on agreed-upon plans.

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As a further reading based on management consultant and intervention, the following concepts would be useful.

Total quality management is an idea putting quality and improvement at the root of everything that is done by the organisation.

Business process re-engineering is a radical approach is improving and attempting to redesign operations along customer focused processes rather than the traditional functional basis of the organisation. Hence it is a change management program which totally three engineers the organisational process along the expectation of the customers.

Six Sigma a disciplined methodology of improving of a product, process and transaction based on roses capability.

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Lean manufacturing is an approach emphasising the smooth flow of items and synchronise 2 to demand so as to identify these. It is also called as just-in-time. The various improvement strategies are continuous improvement which is based on total quality management and Tyson which requires systems, commitment, culture and communication along with teamwork.

It is also known that business process re-engineering is a radical or innovative improvement, but the actual improvement pattern cannot be equated with the performance characteristics expected out of breakthrough improvements over time.

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There are quite a number of differences between business process re-engineering and total quality management.

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