WRITING REPORTS
The different reports written by consultants are mentioned in various chapters of the book according to the occasions and purposes that call for them. This appendix reviews the essential principles of writing and producing reports in consulting.
1.Reports in perspective
In most consulting work, written communication complements oral communication, but in some cases the written report will become the main or the only communication channel. In addition to summarizing and conveying information and stimulating the client to act, reports to clients have other important functions. They contribute by their quality and presentation to the impact the consultant makes during the assignment. They also affect the consultant’s general reputation. When the personal contacts between consultant and client are limited (for example, if the client obtains written proposals from several consultants and will select one on the basis of these proposals), persuasion may be a vital feature of a report.
An excellent consulting report meets three basic criteria:
●First, it is reader-friendly. Its structure, style, terminology, arguments used and any other features are selected with regard to the client’s background, needs and preferences. The basic question is: “What sort of report will render the best service to the client and will be easily read and understood by the client?” and not: “What sort of report do we like to produce in our firm?” Obviously, in many cases the client will have no particular preference and will leave the choice to the consultant. Yet the question must be asked, and discussing it directly with the client may be helpful.
●Second, the report should be easy for the consultant to write. Ease of writing leads to ease of reading. In addition, it saves time and money for the client, who is going to pay for the time spent by the consultant on writing, and use his or her own time studying the report. In an extreme case, a poorly drafted report may put off the client and achieve the opposite of what was intended.
- FOREWORD
- Plan of the book
- ABBREVIATIONS AND ACRONYMS
- 1.1What is consulting?
- 1.3How are consultants used? Ten principal ways
- 1.5Evolving concepts and scope of management consulting
- THE CONSULTING INDUSTRY
- 2.1A historical perspective
- 2.2The current consulting scene
- 2.3Range of services provided
- 2.4Generalist and specialist services
- 2.6Internal consultants
- 2.7Management consulting and other professions
- 2.8Management consulting, training and research
- 3.1Defining expectations and roles
- 3.2The client and the consultant systems
- 3.4Behavioural roles of the consultant
- 3.5Further refinement of the role concept
- 3.6Methods of influencing the client system
- 3.7Counselling and coaching as tools of consulting
- CONSULTING AND CHANGE
- 4.1Understanding the nature of change
- 4.3Gaining support for change
- 4.4Managing conflict
- 4.5Structural arrangements and interventions for assisting change
- CONSULTING AND CULTURE
- 5.1Understanding and respecting culture
- 5.2Levels of culture
- 5.3Facing culture in consulting assignments
- 6.2The professional approach
- 6.3Professional associations and codes of conduct
- 6.4Certification and licensing
- 6.5Legal liability and professional responsibility
- ENTRY
- 7.1Initial contacts
- 7.2Preliminary problem diagnosis
- 7.3Terms of reference
- 7.5Proposal to the client4
- 7.6The consulting contract
- DIAGNOSIS
- 8.1Conceptual framework of diagnosis
- 8.2Diagnosing purposes and problems
- 8.3Defining necessary facts
- 8.4Sources and ways of obtaining facts
- 8.5Data analysis
- 8.6Feedback to the client
- ACTION PLANNING
- 9.1Searching for possible solutions
- 9.2Developing and evaluating alternatives
- 9.3Presenting action proposals to the client
- IMPLEMENTATION
- 10.3 Training and developing client staff
- 10.4Some tactical guidelines for introducing changes in work methods
- 10.5 Maintenance and control of the new practice
- 11.1 Time for withdrawal
- 11.3 Follow-up
- 12.1Nature and scope of consulting in corporate strategy and general management
- 12.2 Corporate strategy
- 12.3 Processes, systems and structures
- 12.4 Corporate culture and management style
- 13.1 The developing role of information technology
- 13.3An overall model of information systems consulting
- 13.4 Quality of information systems
- 13.5 The providers of IT consulting services
- 13.6 Managing an IT consulting project
- 14.1 Creating value
- 14.3 Working capital and liquidity management
- 14.5 Mergers and acquisitions
- 14.7 Accounting systems and budgetary control
- 15.1 The marketing strategy level
- 15.2 Marketing operations
- 15.3 Consulting in commercial enterprises
- CONSULTING IN E-BUSINESS
- 16.1 The scope of e-business consulting
- 16.4 Dot.com organizations
- 17.1 Developing an operations strategy
- 17.2 The product perspective
- 17.3 The process perspective
- 17.4 The human aspects of operations
- 18.2 Policies, practices and the human resource audit
- 18.3 Human resource planning
- 18.6 Human resource development
- 18.7 Labour–management relations
- 18.8 New areas and issues
- 19.1 Managing in the knowledge economy
- 19.2 Knowledge-based value creation
- 19.3 Developing a knowledge organization
- 20.1Shifts in productivity concepts, factors and conditions
- 20.2 Productivity and performance measurement
- 20.4Designing and implementing productivity and performance improvement programmes
- 20.5Tools and techniques for productivity improvement
- 21.1 Understanding TQM
- 21.3 Principles and building-blocks of TQM
- 21.6 ISO 9000 as a vehicle to TQM
- 21.7 Pitfalls and problems of TQM
- 22.1 What is organizational transformation?
- 22.2 Preparing for transformation
- 22.3 Strategies and processes of transformation
- 22.4 Company turnarounds
- 22.5 Downsizing
- 22.8 Joint ventures for transformation
- 22.10 Networking arrangements
- 22.14 Pitfalls and errors to avoid in transformation
- 23.1 The social dimension of business
- 23.2 Current concepts and trends
- 23.3 Consulting services
- 23.5Consulting in specific functions and areas of business
- 24.1 Characteristics of small enterprises
- 24.4 Areas of special concern
- 24.6 Innovations in small-business consulting
- 25.1 What is different about micro-enterprises?
- 25.3 The special skills of micro-enterprise consultants
- 26.1 The evolving role of government
- 26.5 Some current challenges
- 27.1 The management challenge of the professions
- 27.2 Managing a professional service
- 27.3 Managing a professional business
- 27.4Achieving excellence professionally and in business
- 28.2 The scope of client services
- 28.3 The client base
- 28.5 Going international
- 28.6 Profile and image of the firm
- 28.7 Strategic management in practice
- 29.1 The marketing approach in consulting
- 29.2 A client’s perspective
- 29.3 Techniques for marketing the consulting firm
- 29.4Techniques for marketing consulting assignments
- 29.5 Marketing to existing clients
- 29.6 Managing the marketing process
- COSTS AND FEES
- 30.1 Income-generating activities
- 30.2 Costing chargeable services
- 30.5 Fair play in fee-setting and billing
- 30.8 Billing clients and collecting fees
- ASSIGNMENT MANAGEMENT
- 31.1 Structuring and scheduling an assignment
- 31.2 Preparing for an assignment
- 31.3 Managing assignment execution
- 31.4 Controlling costs and budgets
- 31.5 Assignment records and reports
- 31.6 Closing an assignment
- 32.1 What is quality management in consulting?
- Box 32.2 Responsibility for quality
- 32.2Key elements of a quality assurance programme
- 32.3 Quality certification
- 33.1 Operating workplan and budget
- 33.2 Performance monitoring
- 33.3 Bookkeeping and accounting
- 34.1Drivers for knowledge management in consulting
- 34.4 Sharing knowledge with clients
- 35.1 Legal forms of business
- 35.2 Management and operations structure
- 35.3 IT support and outsourcing
- 36.1 Personal characteristics of consultants
- 36.2 Recruitment and selection
- 36.3 Career development
- 36.4 Compensation policies and practices
- 37.1 What should consultants learn?
- 37.3 Training methods
- 37.4Further training and development of consultants
- 37.6 Learning options available to sole practitioners
- PREPARING FOR THE FUTURE
- 38.1 Your market
- 38.2 Your profession
- TERMS OF A CONSULTING CONTRACT
- CONSULTING AND INTELLECTUAL PROPERTY
- WRITING REPORTS
- SUBJECT INDEX