10 May 2001
Consultancies should be more upfront with their clients about where their business interests lie when they enter into contracts, delegates to the annual Management Consultancies Association conference were told.
"We're probably about 60 per cent satisfied with the value of consultancy services," said Jane Trinder, strategic development manager for Barclaycard Merchant Services. "There remains a lack of clarity about who they are and what they do, even when we are talking about tendering processes."
Consultants often lack the vital interpersonal skills and all too frequently do not contact the company once their job is done, she added. Consultants and purchasers need to understand the strengths and values that each can bring to the process.
"Consultants are increasingly forming joint ventures and purchasers need to look for potential conflicts of interest," Peter Smith, director of procurement services at Shreeveport Management Consultants, told SM.