Chapter 1. The framework background

All consulting assignments share a number of common stages and analytical methodologies. No matter what country, industry, company or field of endeavour, the core actions will be similar: meet the client, help with a problem, confirm that the issue is resolved and close the contract. These common stages form the backbone of the Seven Cs framework and are used to guide the development of the ideas offered in the book.

Consider a company trainer, account manager, car mechanic, hairdresser or even a military advisor on a battlefield. All have a clear role: that of an outsider employed to help solve a problem for someone else. More importantly, they all follow a similar engagement pattern, albeit appropriate to their particular situation. It is these actions that have been synthesized and augmented to construct the Seven Cs model.

My basic proposition is that the use of a structured methodology to drive a consulting project will immediately help to deliver a number of benefits:

• Control: Helps to ensure that all your consultancy projects use a structured methodology.

• Cohesiveness: Can deliver a greater level of company-wide integration in the way your clients are managed.

• Competencies: Helps to define what competencies you and your colleagues need to manage their projects.

• Performance measurement: Offers a common framework for comparative performance measures across consulting projects.

• Knowledge management: Increases the level of learning and knowledge sharing as you develop a common mental model with associates.

• Client relationship: Helps your client understand the stages they will go through as part of the consulting project.