Christine,

I think that probably the more experienced ones do this as a matter of course as they will recognise that at the end of the day it's the client's needs that have to be met and not their own. That's not to say that consultants won't be looking after their own patch, they will as any other business will and sometimes particular contracts or terms of reference may restrict or hinder collaboration. None of this is insurmountable of course, it's just a matter of recognising what needs to be done to meet client aspirations which evolve as engagements progress.

Sometimes difficulties arise when a mixed group of consultants are brought in, as you suggest, to deliver on the various aspects of a piece of work. In this case it's really important for someone in the client organisation to be a strong focal point (Project Manger if you like) for what is to be delivered otherwise there is a great danger that the different consultants (from different companies) will take their implicit direction from whoever they choose to suit their own needs - a cynical view but not unheard of. You could of course outsource the 'focal point' role to a lead consultant/consultancy but you will have to be really confident that they truly understand what your organisation needs from the work and accept that this is starting to drift into some form of interim management.

Kindest regards

Paul

posted June 9, 2009

Hi Christine,

In the past I've tried to create collaborative networks looking for synergies and opportunties but I somehow havent been able to achieve a sustainable service team. I think that the problem is deeper than project management and its really able accountability and critical mass.

The network needs to make someone accountable which is sometimes not easy in itself but more important is that it needs to generate enough cashflow so that the individuals dont need to source projects from outside the the network. The moment that happens the collective will tend to implode and the individuals go their separate ways.

I think ego and being in control has a lot to do with it also.

I will always look at cooperative arrangements as they really do make sense when you have the right mix and the right size.

Cheers Andrew

posted June 9, 2009

In my experience, it comes from a scarcity mentality rather than an approach of abundance.

No matter the fancy words or excuses, it will always boil down to this (or some derivative thereof - see I can use big words too :-))

posted June 9, 2009

Often it is communications difficulties. Each consultant is an expert with a technical language that the other does not share. And one or both are unwilling to make the effort to learn to communicate.

In that case you need an overseer that understands each discpline and can facilitate communications. Hopefully this overseer already works for you; or maybe you have to find one; or maybe instead you just need a co-ordinator who sets the consultants down together and makes them explain their viewpoint. With both consultants forced to use layman's terms perhaps understanding will take place.

posted June 9, 2009

Christine, perhaps you are engaging the wrong consultants. Whenever I take on a new consulting project, I always begin with figuring out how I can work collaboratively with the rest of the team. I respect the contributions and capabilities of everyone - regardless if I am project manager or ad-hoc participant.

posted June 9, 2009

I dont agree with the premise behind the question. Most of the time others are not needed. When they are I know who to contact and if available they come. We work together under a strict contract that sets the ground rules.

Where I do think there is much more scope for collaboration is at various conference and seminar exhibitions.

posted June 9, 2009

Christine, this is a very interesting phenomenon I have noticed as well, including times when I've been one of those consultants!

In order to truly collaborate and work as a team, the individuals have to go through a process, that can be lengthy, that enalbes them, through experience, to figure out how they work together. One simple formula for this process is that there are 4 stages: forming, storming, norming, and performing. You might be seeing the "forming" or "storming" stages. Things can look messy in those stages. but the group has to go through those stages to get to "performing."

For a short-term project, it might not be work the effort to create true collaboration. In that case, the solution may be clearer roles and responsibilities, and more forceful guidance from the client about expectations.

If you have a more specific situation you are dealing with, let me know. I'd be happy to talk with you about it.

Ann Kruse

posted June 9, 2009

I wonder if there is something as simple as the need to have a good working relationship at the heart of this problem. I work in a long established consulting team in a business that has a ten year track record. We also work seamlessly with long standing associates and other complementary businesses with whom we have developed a rapport and a relationship. But when we are brought together with other consultancies with whom we may not share points of view, opinions, beliefs, ambitions or approaches it often creates a real tension. Under these circumstances I think a clear structure, clear roles and clear responsibilities help as does a bit of good old fashioned hierarchy, i.e. which of us is in charge!

posted June 9, 2009

I've been involved in several meetings where I was one of multiple consultants. It's been interesting to observe the behaviour patterns.

One company was extremely professional, open and candid - collectively we added considerable value to the client by harnessing complementary experiences and sharing different perspectives.

Another consultant was far more defensive, territorial and downright offensive at times - I politely took two steps back, allowed the stupidity to be seen and ensured that my contributions were channelled positively via client contacts.

My take on the situation was that the second consultant's ego was way out of balance with his capabilities; that said, it was my job not to get dragged into a "two stags rutting" game that added no value to the client. Again I was able to ensure that my company's contribution to the client was delivered and that damage through the immature behaviour of the other consultant was minimised.

Collaboration is possible but you need to be working with professionals and not prima donnas.

Regards

Hamish.

posted June 9, 2009

Christine: You may want to read the book, Taking Advice by Dan Ciampa. As part of your RFQ (request for qualification) for consulltants, working with others (yourself and other advisors) can be something you ask for. What examples of cooperation, collaboration and joint consulting has a person been involved in? And I agree with TomTalcott: Does the consultant believe in helping others, i.e. the client (abundance) or is he or she more about helping themselves (scarcity)?

Links:

• http://trustedadvisor.com/
• http://www.danciampa.com/

posted June 9, 2009

I love to collaborate. When one of my clients has tried to bring in multiple consultants I've ended up working independently, taking on the whole job because the others refused to discuss or explain their proposals. They acted as if it were highly confidential and proprietary, even to the client. It got silly.

posted June 10, 2009

Simple - no consultant in his/her right mind would want to educate the competition !

posted June 10, 2009