This title was first published in 2002. How do you add value to your clients? Is it the process you use, or the technical skills you deploy? Or perhaps it's your ability to adjust the way you sell and deliver your services based upon your tacit understanding of your client's culture - the way we do things round here. Such chameleon-like behaviour is fundamental to successful consulting, and yet it is neither widely understood nor practised within the profession. Until now. This book describes a powerful way to improve the consultancy process, from selling the service to delivering the engagement, through a concept called cultural intelligence - the missing dimension of effective consultancy. By revisiting the consultancy process using a simple model of organizational culture, this text creates a potent technique for tailoring the principal consultancy processes of selling, relationship management, account management and engagement management. Such tailoring that ensures the consultant and consultancy firm can blend into their clients' organizations more effectively and as a result add immediate and lasting value.

This title was first published in 2002. How do you add value to your clients? Is it the process you use, or the technical skills you deploy? Or perhaps it's your ability to adjust the way you sell and deliver your services based upon your tacit understanding of your client's culture - the way we do things round here. Such chameleon-like behaviour is fundamental to successful consulting, and yet it is neither widely understood nor practised within the profession. Until now. This book describes a powerful way to improve the consultancy process, from selling the service to delivering the engagement, through a concept called cultural intelligence - the missing dimension of effective consultancy. By revisiting the consultancy process using a simple model of organizational culture, this text creates a potent technique for tailoring the principal consultancy processes of selling, relationship management, account management and engagement management. Such tailoring that ensures the consultant and consultancy firm can blend into their clients' organizations more effectively and as a result add immediate and lasting value.

This title was first published in 2002. How do you add value to your clients? Is it the process you use, or the technical skills you deploy? Or perhaps it's your ability to adjust the way you sell and deliver your services based upon your tacit understanding of your client's culture - the way we do things round here. Such chameleon-like behaviour is fundamental to successful consulting, and yet it is neither widely understood nor practised within the profession. Until now. This book describes a powerful way to improve the consultancy process, from selling the service to delivering the engagement, through a concept called cultural intelligence - the missing dimension of effective consultancy. By revisiting the consultancy process using a simple model of organizational culture, this text creates a potent technique for tailoring the principal consultancy processes of selling, relationship management, account management and engagement management. Such tailoring that ensures the consultant and consultancy firm can blend into their clients' organizations more effectively and as a result add immediate and lasting value.