Getting the Most Value from your External Change Resource

2019 ACMP Award-Winning White Paper

There is a necessary and beneficial symbiotic relationship between a client and its contractor or consultant. But because organizational change is nuanced and complicated, it can be difficult to get the biggest bang for your company’s buck. Fortunately, there is a way.

The goal for change practitioners is to see that the value of the project or initiative to which they are assigned is realized by the client. As such, the value of their change work lies in the business value of the project’s or initiative’s successful completion. Because of this, if a project does not require people to change how they do their job, then the client has no need for change management. However, if it does require shifts in people’s mindsets, cultures, duties or locations, then the client will benefit from instituting change management practices.

HOW TO QUALIFY YOUR CHANGE CONSULTANT OR CONTRACTOR

A consultant or contractor is inevitably motivated to sell their work to generate revenue and, hopefully, generate profits. There are numerous stories of unrealistic expectations set by a contractor or consultant during the selling process only to deliver subpar services once the project is acquired. To avoid the “overpromise and underdeliver” scenario, an owner must be cognizant of certain strategies to employ during the Request for Proposal (RFP) stage.

One way to do this is to provide clear-cut requirements for on-site contractors or consultants. Specifically:

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