When 20+ consultants and 20+ procurement specialists get in a room together to discuss the use of the RFP to select professional services providers there is bound to be great discussion.
This past Thursday at The Manitoba Club in Winnipeg, Canada the discussion was inspiring. It seems there is in fact hope for improving the way the RFP is used in professional services.
Moderated by Cal Harrison the opening question asked "Why did you make the time to come here today?"
The first consultant to answer indicated he was there to gain a broader perspective on the process.
The first procurement person to respond was there to improve the process for all parties involved.
And in the interests of professional collaboration, the discussion just got better from there.
After an hour of great and healthy debate it was obvious a second session would be required. Watch the Beyond Referrals website for the next session in the fall of 2009. A brief summary of the observations and learnings from the first session will also be posted here soon.
Friday, May 22, 2009
Friday, May 15, 2009
Test Driving A Consultant and Vice Versa
If we consider the purchase/sales period of a client/consultant relationship as the "dating" stage, then it makes sense to pay particular attention to the way each treats each other during this time. It's an early indicator of the potential for stress and/or success during a project.
A collaborative approach based upon open discussion during this stage will set the tone for a similar working relationship, while a confrontational arrangement characterized by limited disclosure, lack of trust, and hierarchical status can also expect to follow through to the relationship.
Clients need to know that early during the sales period, consultants are watching carefully for "bad client behaviour" - unreturned phone calls, lack of preparedness, one-sided demands, unrealistic budget expectations, scope creep, limited ability to make decisions or poor access to decision-makers. Successful consulting requires good access to clients and their information and no consultant wants to begin a project that has little chance of succeeding.
Conversely consultants need to know that clients are dealing with significant issues of buyer's remorse even before the deal is struck. Normal issues of "potential for regret" around any large purchase are exacerbated by the intangible nature of any advisory purchase. Buyers are watching their consultants for signs that they may not be the right firm for the job such as the partner-associate "bait and switch", focus on hourly rate instead of value, and a lack of clear definition of deliverables.
The purchase/selling stage is not just a time for selecting and negotiating the greatest value for dollars it's also the earliest formative stage of the relationship that needs to be created in order to achieve a successful consulting project.
A collaborative approach based upon open discussion during this stage will set the tone for a similar working relationship, while a confrontational arrangement characterized by limited disclosure, lack of trust, and hierarchical status can also expect to follow through to the relationship.
Clients need to know that early during the sales period, consultants are watching carefully for "bad client behaviour" - unreturned phone calls, lack of preparedness, one-sided demands, unrealistic budget expectations, scope creep, limited ability to make decisions or poor access to decision-makers. Successful consulting requires good access to clients and their information and no consultant wants to begin a project that has little chance of succeeding.
Conversely consultants need to know that clients are dealing with significant issues of buyer's remorse even before the deal is struck. Normal issues of "potential for regret" around any large purchase are exacerbated by the intangible nature of any advisory purchase. Buyers are watching their consultants for signs that they may not be the right firm for the job such as the partner-associate "bait and switch", focus on hourly rate instead of value, and a lack of clear definition of deliverables.
The purchase/selling stage is not just a time for selecting and negotiating the greatest value for dollars it's also the earliest formative stage of the relationship that needs to be created in order to achieve a successful consulting project.
Thursday, May 14, 2009
RFP Debate Announcement
Cal Harrison has been invited to discuss the pro's and con's of the RFP process as applied to professional services selection on one of America's leading procurement venues.
The debate will be available as a podcast and more details wil be made available as they are confirmed.
The debate will be available as a podcast and more details wil be made available as they are confirmed.
RFP Round Table Discussion
Thursday May 21st at The Manitoba Club in Winnipeg, Cal Harrison will be hosting a round table discussion on the use of the RFP as a tool to select professional advisors.
Leading big 5 consulting, architecture, engineering and legal firms will join procurent professionals and clients from several levels of government, crown corporations, health care and big industry to explore ways to improve the selling and buying of professional services.
The event is by invitation only but we will be sharing the insights with all our readers.
The event is being sponsored by Beyond Referrals, The Purchasing Management Association of Canada, and CMC Manitoba.
Leading big 5 consulting, architecture, engineering and legal firms will join procurent professionals and clients from several levels of government, crown corporations, health care and big industry to explore ways to improve the selling and buying of professional services.
The event is by invitation only but we will be sharing the insights with all our readers.
The event is being sponsored by Beyond Referrals, The Purchasing Management Association of Canada, and CMC Manitoba.
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