Best practices in the application of consulting and coaching

Case 2:  Example of a failed consulting engagement

In this case, a coaching approach could have engaged all parties involved to define the right solution for them, and would have created increased commitment to produce lasting results.

An organization has an antiquated infrastructure to capture sales information and control its financial flows.  Some departments still depend on complex datasheets developed by their predecessors.  The control of accounts payable depends on these practices, delaying cash flows.

They hire a prestigious consulting firm.  The consultants speak with people in multiple organizations, and conclude that the organization needs to migrate to a modern business management software system.  This system brings the additional benefit of connecting all departments including procurement, manufacturing, and engineering.

The organization makes a large investment on the new system.  The training efforts for the new tool span multiple groups.

After this implementation phase, the Finance Department requests some linkage between their old databases and the new system.  The functionality is not supported.  The financial team returns to the comfort of their old, but well-known datasheets.  Manufacturing and Procurement never felt the need for a new system, so after the first month of implementation, the enthusiasm fades and the new system is abandoned.

The Consulting Firm recommended a good solution, but the involvement of the teams was neglected, and finally, the adoption of this solution failed.