Consulting

External consulting becomes necessary when an organization is not able to solve a critical situation, or achieve a difficult objective.

In these cases, the strategic problem solver helps the client clearly identify the knot that needs to be untangled, or the objective to be achieved.

The consultant and client focus on the carried out “attempted solutions” thus, everything that has been tried without producing significant and desired results.

A specific intervention which will be carried out within the organization is then planned in accordance with the client.

In order to bypass the inevitable resistance to change of any organization, the first concrete intervention is usually represented by something minimal which nonetheless, similarly to the butterfly effect, is capable of triggering a positive evolution of events.

The strategy aims at producing small changes inside the system, in order to generate a chain reaction of successive changes. This leads to achieving the objective.

After applying the strategy which best suits the situation, the consultant measures the effects produced by each manoeuvre.

The consultant proceeds, when necessary, at modifying the strategy in order to reach the desired objective in the shortest time possible.

The consultant concludes by explaining every step of the intervention to clarify the different phases and to allow the organization to recognize its own resources, giving it the ability to positively activate them in the future.

Hence, the strategic consultant is not an expert who dispenses advice, or a specialist who formulates diagnosis; the strategic consultant is a process consultant who works as a facilitator and an activator of change, the strategic consultant undertakes the role of helping clients help themselves, to reach their objective and to find solutions.