The Changing Paradigm of Consulting

Name: The Changing Paradigm of Consulting | Adjusting to the Fast-Paced World
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Adjusting to the Fast-Paced World

Anthony F. Buono Ralph Grossmann(Editor)

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Front Cover
The Changing Paradigm of Consulting
Adjusting to the Fast-Paced World
A volume in Research in Management Consulting
Series Editor: Anthony F. Buono, Bentley University
CONTENTS
Part I: The ParadigM shift in consulting
1. Delineating the Paradigm Shift
2. Expert Versus Process Consulting: Changing Paradigms in Management Consulting in Germany
3. Complementary Consulting: The Only Real Option for Managers
4. Changing the Paradigm of Crisis Management: How to Put OD in the Process
Part II: consulting in a global context
5. Strategy Work in an International Setting
6. Organizational Development Across Borders and Cultures: A Solution-Oriented Systemic OD-Approach
7. Speculation on the Process and Practice of Organization Development in Hostile Environments
Part iiI: collaboration, cooperation, and networks in consulting
8. Toward a Multidimensional View on Collaborative Processes: A Case Study of an International Alliance Formation
9. Beyond the Organizational Focus: Network Consulting in Regional Clusters
10. Focusing the Network Business Case: Making Use of Teamwork-Key Issues in Collaborative Systems and Consulting Networks
11. Consulting Interorganizational Relations: Collaboration, Organization Development, and Effectiveness in the Public Sector
Part iv: in search of professionalism in management consulting
12. Critically Exploring Business Engagement in Academia: The Case of the U.K. Consulting Industry
13. Challenging Universal Criteria in Management Consulting: When Practices Meet Prescriptions
14. Developing Expertise and Social Standing in Professional Consulting
15. Acting as a Long-Term Consultant: Challenges for Professional Practice
Part v: NEW APPROACHES TO MANAGEMENT CONSULTING: fRAMEWORKS, TOOLS, AND INSTRUMENTS
16. Solution-Preventing Tools Versus Solution-Supporting Tools
17. Maturity Grids as Tools for Change Management: Practitioner Guidance Through Field Experience
18. Consulting by Expertise in Organization Science: A Special Use of OD Know-How for Transorganizational Collaboration Systems in Public Services
19. Management Consultant Interaction With Private Equity: The Impact on Growth Development Patterns in Southeastern Europe
Research in Management Consulting
The Changing Paradigm of Consulting
Adjusting to the Fast-Paced World
edited by
Anthony F. Buono Bentley University
Ralph Grossmann University of Klagenfurt, Austria
Hubert Lobnig Lemon Consulting
and
Kurt Mayer M/O/T School of Management, Organizational Development and Technology, Austria
Information Age Publishing, Inc.
Charlotte, North Carolina www.infoagepub.com
Introduction
Anthony F. Buono
THE CHANGING PARADIGM OF CONSULTING
The Paradigm Shift in Consulting
Consulting in a Global Context
Collaboration, Cooperation, and Networks in Consulting
In Search of Professionalism in Management Consulting
New Approaches to Management Consulting: Frameworks, Tools and Instruments
ADJUSTING TO THE FAST-PACED WORLD
REFERENCES
PART I
The ParadigM shift in consulting
Table 1.1 Dimensions of Consulting Services
Figure 1. 1. A portfolio of organizational consultancy.
Delineating the Paradigm Shift
Ralph Grossmann
EXPERT VERSUS PROCESS CONSULTING APPROACHES
Offering Know-How and Expertise Versus Facilitating the Process
Introducing Expert-Based External Solutions Versus Developing Options With the System
Diagnosing Problems Versus Supporting the Development and Implementation of Solutions
Consulting the Management Versus Consulting the Whole System
Performing Change as a Rational Process Versus Offering Containment, Helping to Express Emotions
Buying Consulting Services Versus Building Trusting Relationships
Conceptualizing Organizations and the Concepts of Change
Linear Systems Versus Self-Developing Systems
Growing Complexity Requires Systemic Approaches
Innovative Organizational Patterns
Developing the Capability for Change and Organizational Capability
A Portfolio of Organizational Consultancy
Content
Process: Communication Structures
Containment
Time/Rhythm
CONCLUSION
NOTE
References
CHAPTER 1
Figure 2. 1. Linear relation of environment and organization.
Figure 2. 2. A circular relation of environment and organization.
Table 2.1. Patterns of Strategy Development
Expert Versus Process Consulting
Changing Paradigms in Management Consulting in Germany1
Thomas Schumacher
Organization: CONSULTING's blind spot?
The Rationalistic Approach
The Constructivist Paradigm
Illustration: Organizational Patterns in Strategy Development and the Role of the Consultant
The role of the consultant in the two paradigms
"The Lives of Others": How One Consulting Paradigm Views the Other
The Paradigms in Management Consulting
The Role of Consulting in a Self-Organizing System
Changing Client Expectations: Unwilling Consultants?
Changing paradigms or paradigmatic change?
Content and Process: Will They Truly Meet?
Conclusion
NOTES
references
CHAPTER 2
Table 2.2. Assumptions of Expert and Process Consulting
Table 2.3. Characteristics of Expert and Process Consulting
Figure 2. 3. Degree of expert and process orientation in different consulting.
Figure 2. 3. Degree of expert and process orientation in different consulting.
Figure 2. 6. The Tetralemma.
Figure 2. 5. Process model for the concept of integrated consulting.
Table 3.1. Interventions in Different Forms of Consulting
Table 3.2. Integration-Complementarity in Managerial Decision-Making Processes
Complementary Consulting
The Only Real Option for Managers
Othmar Sutrich and Martin Hillebrand
SETTING THE SCENE FOR INTEGRATION AND COMPLEMENTARITY
FIVE KEY ISSUES
Managing Complexity: Problem or Solution?
Organizational Awareness: A Strong Answer to Weak Signals
The Current Crisis: A Strong Signal, Major Threat and Great Opportunity
Handling Both the Threat and Opportunity in Risk
Responsibility and Organizational Sustainability
SEVEN PREMISES
Premise 1: Complexity, Uncertainty, Risk, and the Speed of Change: Implications for New Forms of Decision Making and Consulting
Premise 2: The Acceptance of Complementary Consulting
Premise 3: Complementarity, Energy, and Complementary Consulting
Premise 4: System Diagnosis
Premise 5: Calculating More Quickly While Deciding More Slowly9
Premise 6: Linking Complementary Consulting With Decision Making and Organizational Learning
Premise 7: Consulting as a Cooperative Process
COMPLEMENTARY CONSULTING IN PRACTICE
Case Study 1: Complementary Consulting as a Craft-Help in Times of Crisis
Case Study 2: The Need for Compensation in Systemic Processes
Leitmotifs in Complementary Consulting
Compensation: Filling in the Know-How Gaps in the Client System
Compensation in Practice
Compensation and Decision Making
1. Managers can be shown (both on a personal and a role-based level) the most constructive way of complementing each other through their different styles of decision making (i.e., the way they prefer to handle decisions
see Lanzenberger & Sutrich, 2...
2. The people in the many different kinds of teams that build bridges between individuals and organizations can develop greater awareness of and willingness to complement each other by providing different perspectives on the actual decision to be made.
3. On the organizational level, consultants with a systemic attitude can provide complementary know-how, for instance, linking operational short-term performance improvements with strategy and the long-term fostering and development of organizational...
Attitude
The Reality of Decision making in Organizations
acknowledgment
NOTES
References
CHAPTER 3
Figure 3. 1. The systemic loop (see Königswieser & Exner, 2002).
Figure 3. 2. Decision process map.
Figure 3. 3. Oscillating between traditional business consulting and systemic process consulting.
Figure 3. 4. The Pentaeder model of the decision-making space in organizations.
Figure 3. 5. The dimensions of compensation.
Table 4.1. Diagnosis of Crisis Management Practices
Changing the Paradigm of Crisis Management
How to Put OD in the Process
Carole Lalonde
A DIAGNOSIS BASED ON FIVE CRISES
Classification of the Material
Research Questions
1. Do the crisis management approaches in the five cases reflect the guiding principles outlined in the literature in terms of planning and preparation, coordination, leadership, and the behavior of civil society?
2. What are the most common failings?
3. What type of contribution can OD make to enhance crisis management effectiveness and efficiency?
RESULTS
Planning/Preparedness
Coordination
Leadership
Civil Society's Behavior
Summary
Conceptualizing an OD-BASED model for crisis management
OD for crisis planning and preparedness
OD for crisis coordination
od for Crisis Leadership
od for Civil Behavior in Face of Crises
Conclusion
Acknowledgment
NOTES
References
CHAPTER 4
Figure 4. 1. Resilience and crisis management.
Part II
Consulting in a global context
Figure 5. 1. The new organizational design of ICL.
Table 5.1. The New Organizational Design of ICL
Strategy Work in an International Setting
Entangling Top-Down and Bottom-Up Approaches via Continuous Conversations, Learning Cycles, and Semifinished Instruments
Hubert Lobnig
The context
Creating the Approach
Designing the Process
The Kick-off Meeting: Unorthodox Methods in an Unclear Situation
Applying strategic tools as "semi-finished instruments"
Selecting and Tailoring the Instrument
Analyzing Competitors: From Semifinished Instruments to Strategic Results
Step 1: Defining Relevant Indicators for Comparison
Step 2: Defining the Most Relevant Competitors
Step 3: Assessing One's Own Company "in the Eyes of the Customer"
Step 4: Assessing Selected Key Competitors "in the Eyes of the Customer"
Step 5: Drawing Conclusions
Step 6: Presenting the Results
Integrating strategy consulting and organizational development: appropriate models and intervention tactics
Setting the Context and Elaborating the Frame
Focusing Learning and Meeting Resistance to Learn
Guiding the Transfer and Anchors to the Home Base
Conclusion
acknowledgment
References
CHAPTER 5
Table 5.2. Tool Kit of Strategic Instruments
2. Local teams are called to exchange views and perspectives ("everyone sees a bit of the elephant")
3. Recognize previously undisclosed options or threats.
2. Prioritizing a list of key indicators relevant for real estate leasing-helps to get a first orientation "at a glance."
2. Inventing that description in the group is a direct way of professional "sensemaking" -within the country units and across the whole company.
2. Performed in teams, it helps to create a strategic overview of the dynamics of the environment and the situation of the unit
3. Honest assessments inevitably lead to options for action.
2. Realistic assessment requires knowledge but also assumptions from the team
3. Teams learn how to assemble "subjective assumptions" into a more complete picture.
2. Provide key figures relevant for strategic decisions
3. Teams learn how qualitative assessments can be translated into financial planning.
2. Easy to compile, allows differentiation in the assessment
3. Compiles and evaluate the data in order to formulate a set of strategic directions for the country units.
Table 5.3. Selected Indicators for Comparison
Figure 5. 2. Process and intervention design.
Table 5.4. "The Run of the Fire Brigade"
Table 6.1. Problem-Oriented and Solution-Oriented Approaches
Figure 6. 1. TSS: Higher-order learning in an intercultural team.
Figure 6. 2. The cocreation of a consulting system.
Organizational Development Across Borders and Cultures
A Solution-Oriented Systemic OD Approach
Marlies Lenglachner and Manfred Madl
THEORETICAL CONCEPTS AND TOOLS
The Solution-Oriented Systemic OD Approach
1. Systems are automatically organized within their own unique contexts that generate their specific meaning, culture, and language in accordance with their own rhythm (see Luhmann, 1996
Maturana & Poerksen, 2004).
2. Systems are organized around business objectives, their solutions and their problems.
3. Systems develop their own characteristic internal logic and maintain it and interact with their environment accordingly.
Solution-Oriented Attitude
Higher-Order Learning
coCreating a Higher-Order Learning Architecture
Cocreation
Experiential Learning
The Change for More Approach
The Seven Steps of Change for More
1. Starting situation, organizational diagnosis, environmental analysis, and definition of goals
2. Kick off, establishment of consulting system, definition of status quo and goals, and commitment
3. TSS roles, rules, and learning steps
4. TSS continuation, self-reflexive learning steps
5. Experiential learning exercise, environmental expectations
6. TSS cultural aspects, specific tools, and learning outcomes
and
7. Lessons learned, conclusion, feedback, feed forward, and farewell ceremony.
Fundamental Aspects of the Solution-Oriented Systemic OD Approach
TEAM STAR for SUCCESS: TSS
The Art of Solution-Oriented Systemic Leadership in Managing Across Cultures
CASE STUDY
Preparation Phase
Learning Architecture
Overview of Team Development Process
Team Development Station 1: Kick-Off (September)
1. How do we see ourselves as a team?
2. Where are we now as a team?
3. Where do we want to go as a team and what do we need?
Team Development Station 2 (November)
Team Development Stations 3 and 4 (February/March)
Team Development Station 5 (June)
1. What do I appreciate most about you in the BUMT?
2. What I would like to have more of you in the BUMT?
Team Development Stations 6 and 7 (September/November)
Masterpiece for All BUMT-Members
Follow-Ups 1 and 2 (1 and 2 Years Later)
CONCLUSION
NOTE
REFERENCES
CHAPTER 6
Table 6.2. Attitudes Toward Change: Discussion and Dialogue Orientations
Figure 6. 3. Toward a solution-oriented change approach.
Figure 6. 4. The Team Star for Success.
Figure 6. 6. Overview of the team development process.
Figure 6. 5. Composition of the business unit management team.
Speculation on the Practice and Process of Organization Development in Hostile Environments
Thomas C. Head, Peter F. Sorensen, Jr., and Therese F. Yaeger
PASSIVE/DEFENSIVE CULTURAL VALUES
Approval
Conventional
Dependent
Avoidance
AGGRESSIVE/DEFENSIVE CULTURAL VALUES
Oppositional
Power
Competitive
Perfectionistic
CONCLUSION
REFERENCES
CHAPTER 7
Toward a Multidimensional View on Collaborative Processes
A Case Study of an International Alliance Formation
Raymond P. A. Loohuis and Aard J. Groen
THEORY
The Adaptive Function
The Goal Attainment Function
The Integrative Function
The Pattern Maintenance Function
RESEARCH CONTEXT
Alliance Design
Research Methods
Research Participants
RESEARCH RESULTS AND OUTCOMES
The Postformation Period
DISCUSSION AND CONCLUSION
NOTE
References
CHAPTER 8
Table 8.1. The Four Functions: Mechanisms, Resources, and Managerial Interventions
Figure 8. 1. The four functions of alliance conditions and three main phases of the alliance life cycle.
Table 8.2. Literature Supporting the Processes Within the Four-dimensional Framework
Figure 8. 2. Comparison of the two partners on each AGIL dimension.
Table 8.3. Summarized Results of the Workshops
part iii
COLLABORATION, COOPERATION, AND NETWORKS IN CONSULTING
Table 9.1. Network Consulting Versus Consulting Organizations
Figure 9. 1. Multilevel approach in (analyzing) consulting networks in clusters.
Figure 9. 2. Schematic representation of the XRA-Tech Network* within the Optics cluster in Berlin-Brandenburg displaying multiple embeddedness at different levels.
Beyond the Organizational Focus
Network Consulting in Regional Clusters
Frank Lerch, Jörg Sydow, and Stephan Duschek
SETTING THE STAGE: CONCEPTUAL THOUGHTS ON NETWORK CONSULTING
Definitions and Characteristics
Network Consulting in Clusters: A Very Peculiar Context
RESEARCH SITE AND METHODOLOGY
Research Setting
A REFLEXIVE multiLEVEL APPROACH TO NETWORK CONSULTING IN CLUSTERS
Consulting on Cluster Development
Consulting on Network Development in Clusters
Recursive Interplay Between Network and Cluster Development
CONCLUSION
NOTES
REFERENCES
CHAPTER 9
Figure 9. 3. Reflexive network and cluster development process in five phases.
Table 10.1. Consulting in Collaborative Systems
Figure 10. 1. The Grossmann-Lobnig model for networks and collaborations.
Focusing the Network Business Case
Making Use of Teamwork-Key Issues in Collaborative Systems and Consulting Networks
Hubert Lobnig
Preparing the business case
The Vienna Network for Workplace Health Promotion
First Hypotheses
Interviews With the Partnering Organizations
First Workshop
Reporting Back and Anchoring in the Home Organizations
Finalizing the Business Case at the Second Workshop
Making use of teamwork
Facility Management Austria: Applying Team-Work to Leverage the Network
The Planning Workshop
The Kick-Off Workshop
Review Meeting
Lessons Learned
Conclusions
acknowledgments
References
CHAPTER 10
Table 10.3. Agenda for the 2nd Workshop of the Viennese Network
Table 10.3. (Continued)
Table 10.2. The First Workshop of the Viennese Network for Workplace Health Promotion
Table 10.4. FMA Task Force Model
Figure 11. 1. Preliminary project set-up.
Figure 11. 2. Different levels of cooperative commitment.
Figure 11. 3. Diagnostic/proposition and decision making/safeguarding work project vessels.
Figure 11. 4. Project set-up.
Consulting Interorganizational Relations
Collaboration, Organization Development, and Effectiveness in the Public Sector
Ralph Grossmann, Karl Prammer, and Christian Neugebauer
the Case Study
Project Design
Preliminary Design Study
Simultaneous Focus
Cooperation Commitment
Project Effectiveness
Parallel Transfer of Solutions
Creating Cooperative Space
Mode of Operation
The Set-Up
Methods of Operation
The Transfer Committee
Piloting and Evaluation
SYSTEMWIDE IMPLEMENTATION: Securing the Long-Term Effect
Conclusion
References
CHAPTER 11
Figure 11. 5. Results for "discharge management" in districts in Cluster A: Process Step 1.
Figure 11. 6. The developed cooperation structure.
Table 12.1. Published Literature by Theme (2000-2008): Social Science Citation Index, January 2008
Table 12.2. Analysis of Remaining Consultancy Articles
Critically Exploring Business Engagement in Academia
The Case of the U.K. Consulting Industry
Joe O'Mahoney and Richard Adams
An Arranged Marriage or True Love?
Methodology
U.K. Consultancy Challenges
Strategic Change
Operations Management
Procurement
People Management
Innovation Management
The Limits and Opportunities of Engagement
Sector Analyses
Practitioner Guidance/Case Studies
Rhetoric, Control, and Identity
Professionalization
Summary
acknowledgments
NOTES
References
CHAPTER 12
Part iv
IN SEARCH OF PROFESSIONALISM IN MANAGEMENT CONSULTING
Table 13.1. The Pros and Cons of Universal Success Criteria in Management Consulting: Summary of Contributions
1. Consultant's integrity, honesty and/or objectivity
2. Client's commitment to accomplish the mandate
3. Definition of a clear mandate
4. Client's maintenance of control in the fulfilment of the mandate
5. Relevance of consultant's skills regarding the assignment and the insertion in the profession as a whole
6. Fit or harmony in the client-consultant relationship
7. Importance of clarifying the responsibilities of both sides
8. Atmosphere of mutual respect and trust
9. Transferability of skills from consultants to client and/or improvement in client capabilities
10. Commitment and experience of team members
11. Understanding of the internal and external environment of the client's organization
Table 13.2. Analysis of the Cases Through The Universal Success Factors Perspective
1. Consultant integrity
2. Client involvement
3. Clear agreement
4. Client control
5. Consultant competence
6. Interpersonal fit
7. Clarity responsibilities of both sides
8. Respect and trust
9. Transferability of skills
10. Role of team members
11. Understanding of the internal and external environment of the client's organization
Table 13.3. Analysis of the Cases Through the Critical Incidents Perspective
Challenging Universal Criteria in Management Consulting
When Practices Meet Prescriptions
Carole Lalonde
Case 1: Sainte-Camille social services for youth centre
Case 2: Hirondelles Health Centre
AnalysIS of the two cases
Analysis of Universal Success Factors
Analysis of Critical Incidents
Expert Commentary
The Importance of First and Diversified Contacts
The Identification of the Client System is Crucial in Professional Bureaucracies
The General Director's Underlying Motivations: Being Able to Go Beyond the Surface
The Management Team's Dynamic and the Collective Character of Leadership in Professional Bureaucracies
Utilization of the Consultant's Skills
Student Commentary
The Client-Consultant Relationship Dynamic
The Consultant's Objectivity
Lessons Learned: Reflecting on the Case Studies
Conclusion
acknowledgments
NOTES
References
CHAPTER 13
Figure 14. 1. Structure of the development process in phase 1.
Figure 14. 2. Structure of the development process: Phases 1 and 2.
Figure 14. 3. Structure of the complete development process.
Developing Expertise and Social Standing in Professional Consulting
Alfred Janes
LEVELS OF KNOWLEDGE AND EXPERTISE
Level 1: The Basis for Expert Know-How
Level 2: General Process Models of Knowledge-Based Services
1. Generally, how was the consulting process structured (architecture, macro level)?
2. How were individual sections of the consulting task actually realized
what instruments and methods were used for the task (design, mesolevel)?
3. What happens if something "didn't go the way it's supposed to" (intervention, microlevel)?
Level 3: Personal Linking Patterns Between Expert Know-How and General Process Models of Knowledge-Based Services
Developing professional know-how in the working life of a consultant
Phase 1: Imprinting
Professional Islands
Phase 2: Optimizing the Professional Standard (Optimization)
Professional Islands
Phase 3: Innovation
First Path: Confrontation with "Out-of-the-Box" Thinkers
Second Path: Planned Structured Dialog Processes Between Colleagues ("Presencing")
Professional Islands
CONSULTANT KNOW-HOW AND THE PROFESSION OF CONSULTING: Some Considerations on the Social Standing of Consulting
International Certification and Consulting's Social Standing
Consulting as a Profession
References
CHAPTER 14
Acting as a Long-Term Consultant
Challenges for Professional Practice
Dagmar Untermarzoner
Shaping the profile of the long-term consultant
Dilemmas in Short-Term Consulting
Way Out 1: The Consultant as "Service Provider"
Way Out 2: Consulting as a "Competitive Discipline"
Way Out 3: The Consultant as "Transcendental Therapist"
Attitudes of Long-Term Consulting
Understanding the Client's Business
Opening the Client to the Idea of the General Development of the Organization
Integrating Strategic Processes and Personnel Development
Investing in Cooperative Bonding: Specifics of the Client-Consultant Relationship in Long-Term Consulting
Investing in Cooperation: Suspending Ambivalence
Developing Cooperation
Integrating Intimate and Strategic Interactions
Constrained Relationships and Unsuccessful Change
Bonding With the People in the Client's Organization
The Consultant's Business Model: Implicit and Explicit Aspects of Running the Business
Typical Patterns in Assignment
Different Phases
Types of Clients
Managing One's Calendar
Stepping Back as Developmental Intervention
Expanding the Consultant's Team
Copyright: Ownership of Ideas and Concepts
FINAL comments: Qualification profile of the long-term consultant
ACKNOWLEDGMENT
References
CHAPTER 15
part v
new approaches to management consulting: Frameworks, tools, and Instruments
Figure 16. 1. Stability versus variability of dimensions.
Solution-Preventing Tools Versus Solution- Supporting Tools
Guenter Lueger and Peter Steinkellner
THE RBV OF THE FIRM AND HRM
EFFECTS OF TRADITIONAL PERFORMANCE APPRAISAL METHODS
THE CREATION OF A "nonCHANGEABILITY TRANCE" THROUGH TRADITIONAL HR INSTRUMENTS
Solution-Focused Assessment
Evaluation of Solution Supporting Tools
CONCLUSION
ACKNOWLEDGMENTS
REFERENCES
CHAPTER 16
Figure 16. 2. Difference-oriented analysis.
Table 17.1. The Quality Management Maturity Grid
Figure 17. 1. Phases and decision points of roadmap to develop maturity grids.
Maturity Grids as Tools for Change Management
Practitioner Guidance Through Field Experience
Anja M. Maier, James Moultrie, and P. John Clarkson
maturity grids as tools for change management
Objectives
Structure
Maturity grids: origins, examples, benefits, and shortcomings
Origins
Work Orientation
Mode of Assessment
Intent
Examples of Maturity Grids
Organizational Culture
Team Management
Risk Management
Data Management
Benefits of Using Maturity Grids
Supporting Creation of a High-Performance Environment
Eliciting Different Perspectives
Providing and Stimulating Reflection
Providing a Guide for Decisions and Identifying Areas for Improvement
Flexibility
Speed
Shortcomings of Maturity Grids
Oversimplifying Complex Issues
Lack of Causal Connections
Implied Approaches to Change
Developing and applying maturity grids: A Roadmap with four phases and decision points
Two examples: The Design Audit and the Communication Grid Method
The Design Audit
Planning: Audience, Aim, Scope, and Success Criteria
Development: Process Areas, Maturity Levels, Cell Descriptions and Administration Mechanisms
Evaluation and Maintenance
The Communication Grid Method
Planning: Audience, Aim, Scope, and Success Criteria
Development: Process Areas, Maturity Levels, Cell Descriptions, and Administration Mechanisms
Evaluation and Maintenance
Summary and conclusions
ACKNOWLEDGMENTS
References
CHAPTER 17
Table 17.2. Excerpt of the Design Audit: Summary Grid for "Requirements Capture"
Table 17.3. Excerpt of the Design Audit: Detailed Grid of "Market Segmentation"
Table 17.4. Excerpt of the Communication Grid Method: Grid for "Teamwork"
Figure 18. 1. Dynamic and intermodal routing service for park and ride: Suggesting a route in response to user request.
Figure 18. 2. From VEMA to ITS.
Figure 18. 3. Double project structure of ITS and VIP.
Figure 18. 4. ITS and its important environments.
Consulting by Expertise in Organization Science
A Special Use of OD Know-How for Transorganizational Collaboration Systems in Public Services
Klaus Scala, Michael Stadlober, and Hans Fiby
Collaboration Systems: A New Phenomenon of Organizing
ITS VIENNA REGION: COOPERATIVE TRAFFIC CONTROL MANAGEMENT ACROSS SYSTEM BORDERS
Key Success Factor I: Organizing Collaboration as an Independent Social System
Key Success Factor II: Emphasizing and Balancing the Benefits for Stakeholders
THE ROLE OF CONSULTING: NEW CHALLENGES
A CONSULTING MODEL FOR TRANSORGANIZATIONAL VENTURES
acknowledgment
CHAPTER 18
Figure 18. 5. A model of transorganizational consulting.
Figure 19. 1. The transaction process.
Figure 19. 2. Boliari EAD-Deal details.
Figure 19. 3. Changes in market activity expectations.
Figure 19. 4. Interaction and impact on growth development patterns in Southeast Europe.
Management Consultant Interaction With Private Equity
The Impact on Growth Development Patterns in Southeastern Europe
Viktor Manev, Elena Todorova, and Milen Manev
CRISIS, UNCERTAINTY, AND MANAGEMENT CONSULTANTS IN Southeastern EUROPE
Precrisis Scenario
Private Equity Funds: Business Model
Management Consultancy Firms: Business Model
Interaction and Impact on the Growth Patterns in South East Europe
Current Market Overview: Southeastern Europe
Banking System and Eastern Europe Borrowings
Financial Flows
PE Funds Focus Areas
CHANGING BUSINESS MODELS
The Private Equity Fund Business Model
Knowledge Management
Execution
The Management Consulting Business Model
Knowledge Transfer
Execution
CONCLUSION
APPENDIX
REFERENCES
CHAPTER 19
About the Authors
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