The Changing Paradigm of Consulting Adjusting to the Fast Paced World 1st Edition by Anthony Buono, Ralph Grossmann, Hubert Lobnig, Kurt Mayer 1617354171 9781617354175

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ISBN 10: 1617354171

ISBN 13: 9781617354175

Author: Anthony F. Buono, Ralph Grossmann, Hubert Lobnig, Kurt Mayer

The 13th volume in the RMC series, The Changing Paradigm of Consulting, is based on the best papers presented at the Academy of Management’s Management Consulting Division’s fourth international conference (2009) on the underlying dynamics within the fast-paced world of business and management consulting. Held in Vienna, Austria, the conference brought together academicians, consultants and organizational practitioners to examine the changes taking place within the consulting field. The book’s 19 chapters are divided into five sections that explore the emergence and implications of this new paradigm, delineating and illustrating the paradigm shift taking placing within consulting, exploring the ramifications for global consulting, examining the challenges inherent in attempts to capture collaboration and cooperation in inter-organizational networks, analyzing the push toward the professionalization – and professionalism – of consultancy, and assessing new approaches to management consulting, focusing on innovative instruments, tools and intervention frameworks. The book captures the myriad complexities and uncertainties faced by consultants and their clients and the concomitant search for appropriate mindsets, attitudes and orientations as well as methods, tools and techniques. As each of the chapters indicates, while there are significant challenges facing the consulting industry, there are also a number of promising frameworks and approaches that can help us successfully meet these challenges.

The Changing Paradigm of Consulting Adjusting to the Fast Paced World 1st Table of 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 Allia

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

11. Consulting Interorganizational Relations: Collaboration, Organization Development, and Effective

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 Transorganizat

19. Management Consultant Interaction With Private Equity: The Impact on Growth Development Patterns

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 Dec

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 co

2. The people in the many different kinds of teams that build bridges between individuals and organi

3. On the organizational level, consultants with a systemic attitude can provide complementary know-

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

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 Semi

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

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 ori

2. Inventing that description in the group is a direct way of professional “sensemaking” —with

2. Performed in teams, it helps to create a strategic overview of the dynamics of the environment an

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 countr

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

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 e

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 cy

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-B

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 Con

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 a

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 Bureaucra

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 metho

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-B

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

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 Consu

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 respon

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

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