| Topic Name: |
Cultural mismatches between consultancies and clients |
| Message Name: |
Does anyone have examples of this and its effects? |
| Date Posted: |
01/07/2001 |
| Message: |
As a consultant, I often find that understanding the culture of the client organization before going on site for the first time is a key way of winning trust with the client. Furthermore, by behaving in a way that is acceptable within the client culture ensures a smoother engagement.
For example, if working in an investment bank, focus is on getting the job done, being action-oriented and focusing on results rather than process. Conversely within government organizations, where process is more important, there is a need to use process more comprehensively and speed is often less of an issue than developing concensus.
Where this is not the case (i.e. the two are at odds with each other) the results can be disasterous.
Thus, being able to flex the style of consultancy according to organizational culture is a key skill.
Does anyone have an example where there has been such a mismatch and would they be able to describe why and what went wrong? Equally important, does anyone have an example of where working within client culture was successful.
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