Consultancy Books

Book SynopsisAngelThink gives business founders and startups a distinct competitive advantage when it comes to raising funds or getting business angels to invest. Founders need to make investors love them; to want them, the team and the business proposition more than they'll like any other proposition – and investors see hundreds. The author distils research and experience, the psychology of influence and the wisdom of greats into 150 gems of insight to give founders the edge in the fundraising contest. He shows founders exactly what they need to do to make angels favour them over all others, from before founders even begin a pitch to after the deal is closed. He takes founders right inside an angel's head, analyses the cognitive, emotional and chemical activity in successful persuasion. In short, he tells founders exactly what they need to know to make angels say yes. It's the goldmine book every founder wishes they already had at the outset of their journey.

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Book SynopsisSmart Things to Know About Consultancy provides the complete guide for those aspiring to set themselves up in consultancy. It covers the basics of starting out on your own, deciding service range, branding and fee policy, through to bringing in the business, writing persuasive proposals and styles of working.Table of ContentsWhat is Smart? Acknowledgements. Preface. Introduction: The Nature of Consultancy. Deciding the Service Range. Setting Fees and Fee Policy. Image and Profile. Your Target Market. Promoting Your Business. Personal and Professional Selling. Writing Persuasive Proposals. Styles of Working. Career Options. Afterword . References. Index.

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Book SynopsisThis important title brings together some of the most influential papers that have contributed to our understanding of management consultancy work. This research review encompasses the breadth of conceptual and empirical perspectives and explores those key ideas that have helped to advance our knowledge of this intriguing area.Trade Review‘This compendium is essential reading for management consulting practitioners and HR managers serious about their craft. It belongs in the libraries of specialist corporations and governments. It is well organised and referenced. The overview presented by the editors presents an extremely focussed overview of the breadth of the work which encompasses the fullness of the profession.’Table of ContentsContents: Volume I Acknowledgements Introduction Stephanos Avakian and Timothy Clark PART I THE HISTORICAL EMERGENCE OF MANAGEMENT CONSULTING 1. Matthias Kipping (2002), ‘Trapped in Their Wave: The Evolution of Management Consultancies’ 2. Denis Saint-Martin (2000), ‘The Management Consulting Industry: History and Structure’ 3. Christopher Wright (2000), ‘From Shop Floor to Boardroom: The Historical Evolution of Australian Management Consulting, 1940s to 1980s’ 4. Matthias Kipping (1999), ‘American Management Consulting Companies in Western Europe, 1920 to 1990: Products, Reputation, and Relationships’ 5. Christopher D. McKenna (1995), ‘The Origins of Modern Management Consulting’ PART II PERSPECTIVES ON MANAGEMENT CONSULTING WORK A The Organizational Development Perspective 6. Edgar H. Schein (1988), ‘Introduction’ 7. Edgar H. Schein (1990), ‘A General Philosophy of Helping: Process Consultation’ 8. David A. Kolb and Alan L. Frohman (1970), ‘An Organization Development Approach to Consulting’ 9. Danielle B. Nees and Larry E. Greiner (1985), ‘Seeing Behind the Look-Alike Management Consultants’ 10. John Bessant and Howard Rush (1995), ‘Building Bridges for Innovation: The Role of Consultants in Technology Transfer’ 11. Seymour Tilles (1961), ‘Understanding the Consultant’s Role’ B The Critical Perspective 12. Warner Woodworth and Reed Nelson (1979), ‘Witch Doctors, Messianics, Sorcerers, and OD Consultants: Parallels and Paradigms’ 13. Berit Ernst and Alfred Kieser (2002), ‘In Search of Explanations for the Consulting Explosion’ 14. Johan Berglund and Andreas Werr (2000), ‘The Invincible Character of Management Consulting Rhetoric: How One Blends Incommensurates While Keeping them Apart’ 15. Brian P. Bloomfield and Ardha Danieli (1995), ‘The Role of Management Consultants in the Development of Information Technology: The Indissoluble Nature of Socio-political and Technical Skills’ 16. Keith Grint and Peter Case (1998), ‘The Violent Rhetoric of Re-Engineering: Management Consultancy on the Offensive’ 17. Mats Alvesson (1993), ‘Organizations as Rhetoric: Knowledge-Intensive Firms and the Struggle with Ambiguity’ 18. Timothy Clark and Graeme Salaman (1998), ‘Telling Tales: Management Gurus’ Narratives and the Construction of Managerial Identity’ PART III INDUSTRY DYNAMICS AND THE MANAGEMENT OF KNOWLEDGE A Institutionalisation / Regulation of Industry 19. Timothy Clark (1993), ‘The Market Provision of Management Services, Information Asymmetries and Service Quality – Some Market Solutions: an Empirical Example’ 20. Johannes Glückler and Thomas Armbrüster (2003), ‘Bridging Uncertainty in Management Consulting: The Mechanisms of Trust and Networked Reputation’ 21. Royston Greenwood, Stan X. Li, Rajshree Prakash and David L. Deephouse (2005), ‘Reputation, Diversification, and Organizational Explanations of Performance in Professional Service Firms’ 22. Roy Suddaby and Royston Greenwood (2001), ‘Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional Service Firms’ 23. Alfred Kieser (2002), ‘On Communication Barriers Between Management Science, Consultancies and Business Organizations’ B Knowledge Sharing 24. Morton T. Hansen, Nitin Nohria and Thomas Tierney (1999), ‘What’s Your Strategy for Managing Knowledge?’ 25. Morten T. Hansen and Martine R. Haas (2001), ‘Competing for Attention in Knowledge Markets: Electronic Document Dissemination in a Management Consulting Company’ 26. Laura Empson (2001), ‘Fear of Exploitation and Fear of Contamination: Impediments to Knowledge Transfer in Mergers Between Professional Service Firms’ 27. Timothy Morris (2001), ‘Asserting Property Rights: Knowledge Codification in the Professional Service Firm’ Volume II Acknowledgements An introduction by the editors to both volumes appears in Volume I PART I ORGANIZATIONAL LEARNING AND KNOWLEDGE MANAGEMENT A Instrumental Perspectives on Learning 1. Chris Argyris (1976), ‘Single-Loop and Double-Loop Models in Research on Making’ 2. N. Anand, Heidi K. Gardner and Tim Morris (2007), ‘Knowledge-Based Innovation: Emergence and Embedding of New Practice Areas in Management Consulting Firms’ 3. Andreas Werr and Torbjörn Stjernberg (2003), ‘Exploring Management Consulting Firms as Knowledge Systems’ 4. Ariane Berthoin Antal and Camilla Krebsbach-Gnath (2001), ‘Consultants as Agents of Organizational Learning’ 5. Irma Bogenrieder and Bart Nooteboom (2004), ‘Learning Groups: What Types are There? A Theoretical Analysis and an Empirical Study in a Consultancy Firm’ 6. James J. Chrisman and W. Ed McMullan (2004), ‘Outsider Assistance as a Knowledge Resource for New Venture Survival’ B Management Fashion 7. Stephen R. Barley and Gideon Kunda (1992), ‘Design and Devotion: Surges of Rational and Normative Ideologies of Control in Managerial Discourse’ 8. Eric Abrahamson (1996), ‘Management Fashion’ 9. Alfred Kieser (1997), ‘Rhetoric and Myth in Management Fashion’ 10. John Gill and Sue Whittle (1993), ‘Management by Panacea: Accounting for Transience’ 11. Chester S. Spell (2001), ‘Management Fashions: Where Do They Come From, and Are They Old Wine in New Bottles?’ 12. Paula Phillips Carson, Patricia A. Lanier, Kerry David Carson and Brandi N. Guidry (2000), ‘Clearing a Path Through the Management Fashion Jungle: Some Preliminary Trailblazing’ 13. Eric Abrahamson and Gregory Fairchild (1999), ‘Management Fashion: Lifecycles, Triggers, and Collective Learning Processes’ 14. Robert J. David and David Strang (2006), ‘When Fashion is Fleeting: Transitory Collective Beliefs and the Dynamics of TQM Consulting’ 15. Jos Benders and Kees van Veen (2001), ‘What’s in a Fashion? Interpretative Viability and Management Fashions’ PART II THE CLIENT-CONSULTANT RELATIONSHIP A The Process and Boundaries of Intervention 16. Barbara Czarniawska and Carmelo Mazza (2003), ‘Consulting as a Liminal Space’ 17. Siw M. Fosstenløkken, Bente R. Løwendahl and Øivind Revang (2003), ‘Knowledge Development through Client Interaction: A Comparative Study’ 18. Donald Hislop (2002), ‘The Client Role in Consultancy Relations During the Appropriation of Technological Innovations’ 19. Chris McGivern (1983), ‘Some Facets of the Relationship Between Consultants and Clients in Organizations’ 20. Jim Kitay and Christopher Wright (2003), ‘Expertise and Organizational Boundaries: The Varying Roles of Australian Management Consultants’ 21. Stuart Macdonald (2006), ‘From Babes and Sucklings: Management Consultants and Novice Clients’ 22. Guy G. Gable (1996), ‘A Multidimensional Model of Client Success When Engaging External Consultants’ 23. Fiona Czerniawska (1999), ‘Changes in the Client-Consultant Relationship’ B The Consultant-Client Relationship as Part of Wider Contexts of Interests 24. Don A. Moore, Philip E. Tetlock, Lloyd Tanlu and Max H. Bazerman (2006), ‘Conflicts of Interest and the Case of Auditor Independence: Moral Seduction and Strategic Issue Cycling’ 25. Ulrich Hagenmeyer (2007), ‘Integrity in Management Consulting: A Contradiction in Terms?’ 26. Monder Ram (1999), ‘Managing Consultants in a Small Firm: A Case Study’ 27. Robin Fincham (1999), ‘The Consultant-Client Relationship: Critical Perspectives on the Management of Organizational Change’ 28. Andreas Werr and Alexander Styhre (2003), ‘Management Consultants – Friend or Foe? Understanding the Ambiguous Client-Consultant Relationship’ 29. Andrew Sturdy (1997), ‘The Consultancy Process – An Insecure Business?’ 30. Susan Meriläinen, Janne Tienari, Robyn Thomas and Annette Davies (2006), ‘Management Consultant Talk: A Cross-Cultural Comparison of Normalizing Discourse and Resistance’ 31. Brian P. Bloomfield and Ardha Best (1992), ‘Management Consultants: Systems Development, Power and the Translation of Problems’

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Book SynopsisBased on the authors' twenty-five year experience of consultancy in the public services, this book develops an empowering approach to thinking about and doing consultancy with public services. It challenges the traditional view that the consultants are brought in as experts and instead examines ways of using consultancy to empower staff, patients, service users and members of the public, so that they can take part in developing, changing, innovating and ultimately transforming these services. The book includes chapters explaining consultancy, on preparing bids, on negotiations and on the importance of assessment and review which are geared towards the needs of those working in public and third sectors, either as or with consultants. It includes a glossary, abbreviations, helpful contacts and websites which are valuable for quick reference and to aid further understanding.Trade Review"The broad literature around consultancy has blossomed in recent years, but Robert Adams and Wade Tovey's book positions itself distinctively...[it's] greatest appeal is its stories from the front line." SRA Research Matters Magazine"This invaluable book genuinely breaks new ground in the use of consultancies, showing you how to work positively with staff to develop creative solutions in order to provide effective services." Brian Littlechild, University of HertfordshireTable of ContentsIntroduction; Part One Setting the scene: Introducing consultancy: an empowerment approach; Part Two Doing consultancy: Negotiating; Contracting; Engaging; Empowering; Disengaging; Part Three Reflections: Reflecting on contexts for consultancy; Reflecting on perspectives on consultancy; Doing consultancy and transforming public services.

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Book SynopsisThis book compares the approaches of consultants and academic advisers and provides an in-depth analysis of their advice argumentation. Both compete on the market for economic advice, with consultants enjoying a larger market share and usually obtaining higher fees. However, academics criticize them for overcharging, shallowness, and quick-and-dirty methods. So, are consultants? clients misled or even cheated? Not necessarily. The book reveals that academics have drawbacks as well; their arguments are less balanced than those of consultants and their estimates contradict each other more. Economic Advice and Rhetoric argues that clients should be cautious, challenging academics to reconsider their understanding of consulting practices. Onno Bouwmeester illustrates that the instrumental concept of academic advice as assumed by mainstream economists and policy scientists does not guide the practice of academic advisers and thus creates wrong expectations. He deconstructs the current understanding of academic advice, and counters the view held by critical academics that consultants? rhetoric is misleading by comparing it to the rhetoric of academics. This rhetorical analysis will be informative to academics and advisors with an interest in the subject of consulting. Students aiming to become consultants, as well as consultants who want to learn more about academic advisers as their competitors, will also find this book an invaluable resource.Trade Review‘In this well-written book Bouwmeester examines how consultants compare with academic advisers in offering consulting services to clients. . . Bouwmeester’s effort in exploring the study of rhetoric makes a positive contribution to the literature by providing a useful theoretical framework. Bouwmeester contributes to our understanding of the relationship between consultants and academic advisors in ways that have not been documented before. Such a contribution is important as it opens up new research opportunities and discussion for understanding the similarities, but also differences, between the two groups.’ -- Stephanos Avakian, Management LearningTable of ContentsContents: Preface 1. Introduction: Consultants and Academics in Competition 2. Consultants’ and Academics’ Views on Advice 3. Advice Analysis and Rhetoric 4. Espoused Theory of Advice Argumentation 5. Advice on Further Growth of Amsterdam Airport 6. Advice on Liberalization in the Electricity Market 7. Conclusions and Discussion 8. Advice on Advice Reports Discussed in the Cases References Index

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Book SynopsisCoaching Tools, Volumes 1 and 2 offer a rich source of applied tools and techniques that have hitherto not existed and could never have been achieved without the valuable contributions and support of the 90+ coaches who helped create these books. Contained within these 2 volumes are over 200 tried-and-tested 'favourite' coaching tools. The tools are varied, reflecting the range of contributors, and drawing disparately from Behavioural, Cognitive Behavioural, Motivational Interviewing, Acceptance and Commitment Therapy, Compassion, Positive Psychology, Psychodynamic, Gestalt, Solution-focused, Mindfulness and Neuroscience frameworks amongst others. The contributors include Marshall Goldsmith, Richard Boyatzis, Tammy Turner, Peter Hawkins, Suzy Green, Christian van Nieuwerburgh, Jonathan Passmore and many more. Fully illustrated in colour, each tool is presented in a simple to use step-by-step guide, making this an essential contribution to every coach's and leader's personal library.

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Book SynopsisThis book looks beyond the public face and below the surface of organisations. Using a deceptively easy-to-read and accessible narrative concerning eight international organisations, it covers many fields: real estate, banking, finance, retail, market research, wildlife reserve, fashion, and IT. Each case presents a particular situation or event ranging from dealing with conflict to working with culture and team dynamics. Opened by an incisive foreword from Vega Zagier Roberts, there comes a clear introduction of the authors’ journey so far within the field of organisation development. Each compelling story demonstrates the complexity of working with organisational problems. The supervision conversations captured within clearly show how consultants can get caught up in and derailed by the dynamics of the organisational system. This book is written for those who work in and with organisations – for founders and executives, for leaders and managers, and especially for other organisational consultants and those who work with or are considering working with them. Through these accounts, the authors encourage interest and curiosity in a way of working with what lies beneath the surface.Trade ReviewThis book brilliantly highlights what organisations are really about. The title intimates how much there is below the surface in any business and how the dots need to be connected to unlock the full potential of an organisation. The book is a practical, thoughtful addition to the library of open-minded business leaders confronted by the complexity of the fast-moving business landscape of our times. -- Hendrik du Toit, founder and CEO of Ninety OneI could relate to many stories I read in the book and identify with the founders/CEOs on the issues they have been confronted with. The authors have authentic discussions with the management teams and hold up mirrors to their clients. This will be good reference material for me and other CEOs as we navigate through the journeys in our professional lives. -- Sanjay Chamria, Managing Director, Magma FincorpIt is so refreshing to read something that is deep, authentic and self-critical in the pursuit of learning. The stories have made me reflect on my own leadership style as well as how quickly, easily, and without realising we unintentionally collude and become part of a system. The questions the authors ask each other are not only relevant to the particular story but have made me think about parallel situations in a new light. -- Vivian Leinster, Chief People OfficerIn eight beautifully crafted stories, the authors share how problems of culture, authority, succession, transition, and leadership team alignment are based on underlying and often unconscious emotions of fear, anxiety, envy, uncertainty, abandonment. The resulting defences (denial, blame, splitting, pairing, collusion etc.) blur the view of the “real” problem, which needs to be solved by the client. “Not-Knowing” is at the core of psychodynamically informed organisational consulting. The authors demonstrate well how this difficult to achieve but necessary attitude provides them with better interventions and thus solutions for their clients. This book is a highly valuable, reflective, inviting, and entertaining resource for leaders searching for consultancy and for experienced and more recently trained consultants and coaches. -- Professor Dr Claudia Nagel, Vrije Universiteit, Amsterdam, Managing Partner Nagel & Company, Germany, consulting and coaching for the top executive levelFor those leaders who believe that people are the ultimate source of sustainable competitive differentiation, this book is a must-read. The humility and vulnerability displayed by the authors in their storytelling is unusual. It invites the readers to slow down, reflect on their own biases, to look at “what lies beneath” the surface of their organisation, and to avoid jumping too quickly to solutions. These “checks and balances” are the conditions for both identifying and dealing with the root causes of problems. In our changing context, this book is a timely reminder that strong relationships are the cornerstone of good business. -- Xavier Isaac, CEO, Accuro Fiduciary GroupThe book "What Lies Beneath. How Organisations Really Work" is an excellent storytelling reference in organizational development (DO): it's fascinating for both experts and beginners because it offers the opportunity to know eight different cases of organizational life that could happen in every organization around the world. Written in a refined and straightforward language, the reader learns a lot about OD's "Art of consulting" in OD. Another relevant strength is the link with the theoretical principles that is very natural and permits giving value to the reader who gets the impression to be the consultant and be in action. Finally, it is an excellent reference for OD consultants to have new ideas to manage and help their clients find a suitable solution and for OD students to start to familiarize themselves with OD challenges and to a pragmatic, human and efficient methodology. -- Dr Chiara Raffelini, Organizational Psychology Lecturer at the University of QuebecThis book is a fun read and intends to inspire those who work in and with organisations to take up some of these ideas and especially to try the peer supervision model to help gain insight. It is short and punchy, and left me curious to read more on the subject. -- Mel Kinross, counsellor and supervisor, ‘Therapy Today’ March 2022Table of ContentsForeword by Vega Zagier Roberts Preparing for our journey Mumbai 2. London 3. Hong Kong 4. Johannesburg 5. Rio de Janeiro 6. Nairobi 7. Paris 8. Milan Reflections of our journey Acknowledgements About the authors

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Book SynopsisWhile family businesses have existed for millennia all over the world, it is only in the past few decades that professional consultants have been utilized to help them function more effectively. This engaging, up to the minute volume explores the varied and complex world of family enterprises as they now exist in the third decade of the 21st century. Attention is given to the factors unique to family businesses in their attention to perpetuating family values, traditions, loyalties and their legacy to future generations. Consultants may be drawn from law, finance and accounting, organizational psychology, or family psychology (with its special emphasis on understanding the family relationship system). The book describes methods of assessment and how to effectively communicate the results as well as techniques of consulting and provides an invaluable description of what is necessary to be and become a family business consultant. Readers will benefit from explorations of A new model featuring 8 inter-related business domains Cybersecurity issues and how to handle them Working collaboratively with financial and legal professionals Comprehensive coverage of research based assessment instruments Given that over 85% of the businesses in the world, from small to multinational in size and scope are family businesses, the enormous amount of information conveyed in this volume can be extremely valuable to professional consultants and those in the C Suite (CEO’s, CFO’s, COO’s) in helping businesses operate at maximum efficiency, productivity, profitability and satisfaction to all involved."Throughout this well organized and well written book, the authors raise the pivotal questions that form the basis for becoming and being an exceptional family business consultant. Psychologists can learn to transform family business conundrums into healthy interactions between the family members of the enterprise before, during, and after transitions of the company. The various aspects of serving as a consultant are fleshed out in the carefully-researched chapters. Case studies show the patterns of behavior that can lead to continuing multigenerational successes or hard dissolutions. Their new model entitled “The Dynamic Interactive Multifactorial Family Enterprise Ecosystem Model” constitutes a major contribution to the field. The best part of the book remains its celebration of the importance and richness of family businesses across generations that will inspire any reader."G. Andrew H. Benjamin, JD, PhD, ABPPPast President, American Academy of Couple & Family PsychologyPast President, American Board (ABPP) of Couple & Family Psychology Clinical Professor of Psychology & Affiliate Professor of Law, University of WashingtonTable of Contents

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Book SynopsisWhile family businesses have existed for millennia all over the world, it is only in the past few decades that professional consultants have been utilized to help them function more effectively. This engaging, up to the minute volume explores the varied and complex world of family enterprises as they now exist in the third decade of the 21st century. Attention is given to the factors unique to family businesses in their attention to perpetuating family values, traditions, loyalties and their legacy to future generations. Consultants may be drawn from law, finance and accounting, organizational psychology, or family psychology (with its special emphasis on understanding the family relationship system). The book describes methods of assessment and how to effectively communicate the results as well as techniques of consulting and provides an invaluable description of what is necessary to be and become a family business consultant. Readers will benefit from explorations of A new model featuring 8 inter-related business domains Cybersecurity issues and how to handle them Working collaboratively with financial and legal professionals Comprehensive coverage of research based assessment instruments Given that over 85% of the businesses in the world, from small to multinational in size and scope are family businesses, the enormous amount of information conveyed in this volume can be extremely valuable to professional consultants and those in the C Suite (CEO’s, CFO’s, COO’s) in helping businesses operate at maximum efficiency, productivity, profitability and satisfaction to all involved."Throughout this well organized and well written book, the authors raise the pivotal questions that form the basis for becoming and being an exceptional family business consultant. Psychologists can learn to transform family business conundrums into healthy interactions between the family members of the enterprise before, during, and after transitions of the company. The various aspects of serving as a consultant are fleshed out in the carefully-researched chapters. Case studies show the patterns of behavior that can lead to continuing multigenerational successes or hard dissolutions. Their new model entitled “The Dynamic Interactive Multifactorial Family Enterprise Ecosystem Model” constitutes a major contribution to the field. The best part of the book remains its celebration of the importance and richness of family businesses across generations that will inspire any reader."G. Andrew H. Benjamin, JD, PhD, ABPPPast President, American Academy of Couple & Family PsychologyPast President, American Board (ABPP) of Couple & Family Psychology Clinical Professor of Psychology & Affiliate Professor of Law, University of WashingtonTable of Contents

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Book SynopsisManagement consultancy practice is particularly concerned with helping clients implement strategic organisational change. But what exactly are organisations, and management consultancy interventions in them? Management consulting is said to be a knowledge-intensive industry. But what kind of knowledge do management consultants possess, and how far can we rely on it? Management consultants are often criticised for unethical exploitation of their clients. But how ought management consultants to behave in order to meet acceptable ethical standards? These are questions about the philosophical topics of ontology, epistemology and ethics. The ancient Greek philosophers thought deeply about these topics, and their ideas remain fresh and relevant even to so modern a subject matter as management consulting. Writing between the end of the sixth and the end of the fourth century BCE, these philosophers were drawing upon an intellectual tradition that was very different from our own, and were responding to social and economic conditions that were wholly unlike ours. Approaching these philosophical questions from a perspective that is radically different from our own, their work provides a rich resource for novel thinking about management consulting. From the speculations of the Presocratic philosophers Heraclitus, Parmenides, Leucippus and Democritus about the nature of the universe to the thought of Socrates, Plato and Aristotle about the nature of human beings, this book uses the work of these great thinkers as a lens through which to study major philosophical questions about management consulting. Examined in this way, many established assumptions and principles of management consultancy practice seem questionable, and new ways of thinking possible.Table of Contents1. Learning from Ancient Greek Philosophy.- 2. Aristotle and the Function of Management Consultants.- 3. Aristotle and Management Consultants’ Ethical Obligations.- 4. Aristotle and Ethical Choices of Clients.- 5. Plato and the Ethics of Management Consultancy Interventions.- 6. Heraclitus and the Nature of Management Consultancy Interventions.- 7. Plato on Leadership.- 8. Plato, Aristotle and Management Consultancy Knowledge.- 9. Management Consulting and Heraclitus’s Unity of Opposites.

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Book SynopsisThe authors of this book alert that professional services like law, accountancy, and consultancy firms are set to face major disruption. The most important driver and enabler are the new technologies that help and in part substitute the work done by professionals. The second important disruptor is the new generation of professionals – “NewGen” – who are less interested in building their careers in a hierarchical organization and more interested in entrepreneurial challenges in small teams, with more rapid returns. In the meanwhile, major service conglomerates – the “big four” accounting firms, the “big three” consulting firms to name a few examples – build their network using their brand and substantial resources. All along, the relentless pressure from clients to receive more services at lower cost continues. Medium-sized professional firms as well as one-person independents appear to suffer most from these disruptions and are most anxious to find new ways to conduct their business. But the leaders of large firms also feel that they are increasingly unable to support the innovative entrepreneurship of their most promising professionals while their organizations institutionalize and their overheads continue to grow. This book proposes a new orientation and model of a professional service firm as an answer to these challenges, by creating a Professional Service Community. It is a synergistic team of organizations that share a vision of their role in society and main lines of their mission as well as the quality of their deliverables and their key clients. At the same time, they are independent in designing their internal business models – like recruitment, training, knowledge management, and economics. The Professional Service Community provides a unique and highly attractive level of entrepreneurship, flexibility, and efficiency to the benefit of its clients, partners, staff, and other stakeholders. It is the way of the future.Table of Contents1. Disruption is on the way.- 2. Understanding how professionals work -- building blocks for the future.- 3. Reactions to disruption.- 4. The Professional Service Community – the way forward.- 5. Foundations of the successful professional community.- 6. Fieldwork – Monday morning actions.

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Book SynopsisThis open access book offers four ways to enrich traditional research methods in business ethics. By looking at critical jokes and cartoons on management consultants, their business practice and their clients’ demands, many ethical transgressions in business get addressed. By illustrating and criticizing such transgression, jokes can serve as an example in a theoretical argument, as a prompt to reflect on in an open interview, as a statement to assess in an enquiry or as basis for qualitative content analysis. By adding jokes to the conversation on ethical transgressions in business much depth and honesty can be added, resulting in better research data. Jokes can help to surpass social desirability bias included in answers given in traditional interview settings or enquiries. This book is of interest to consultants, researchers, educators and students in business ethics and management. The book showcases what kind of practical and ethical wisdom is embedded in business jokes and how this knowledge can be made productive in the context of business ethics. Table of Contents

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Book SynopsisMut zum Abschied: Es gibt ein Leben nach der UnternehmensÃbergabe!

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Book Synopsisâ Expert:innenwissen langfristig sichern â von Fach- und FÃhrungskrÃften

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Book SynopsisDieses neuartige Fitnessbuch für unternehmerische Leistungssteigerung gibt allen Managern und Geschäftsleitern konkrete und erprobte Trainingspläne an die Hand, die sie direkt in ihrem Unternehmen oder ihrer Abteilung umsetzen können – mit garantiert positivem Effekt auf die nachhaltige Leistungsfähigkeit der Mitarbeiter.Denn nachhaltiger unternehmerischer Erfolg muss genauso wie im Spitzensport systematisch trainiert werden, und zwar in allen Dimensionen wie zum Beispiel Führung, Kundenfokus, Begeisterung der Mannschaft und operative Leistungsfähigkeit.Die meisten Manager, Teams und Unternehmen bleiben aber weit unter Ihren Möglichkeiten, weil sie Erfolg zu sehr an äußere Umstände koppeln anstatt an die verborgenen Kräfte im eigenen Unternehmen. Genau wie die besten Mannschaften im Spitzensport sind auch die dauerhaft erfolgreichsten Unternehmen nicht durch „glückliche Umstände“ dauerhaft an der Spitze, sondern, weil sie alle entscheidenden Potenziale systematisch trainieren.Table of ContentsEinleitung: Fit werden in allen Bereichen.- Die 7 Mythen der Spitzenleistung.- Die 10 unternehmerischen Fitness-Gebote.- Was ist Spitzenleistung? Ihr Unternehmen als Fußballteam.- Strategie und Trainingsplan mit 8 Prinzipien für Spitzenleistung.- Ihr Fitness-Programm: 7 Trainingsblöcke mit 28 Übungen.- Epilog: Starten Sie jetzt!.

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Book SynopsisAus acht unterschiedlichen Perspektiven betrachtet Dirk Lippold in diesem essential die umsatzstarke Branche der Unternehmensberatung, deren enorme Bandbreite von der Strategieberatung bis zur Auftragsprogrammierung reicht. Auf diese Weise bringt er dem Leser die Vielfalt und die Besonderheiten des Leistungserstellungsprozesses von Beratungsunternehmen näher. Zudem wird durch diese Art der Betrachtung ein Beitrag zur Transparenz des Phänomens „Unternehmensberatung“ geleistet.Table of ContentsAus acht unterschiedlichen Perspektiven betrachtet Dirk Lippold in diesem essential die umsatzstarke Branche der Unternehmensberatung, deren enorme Bandbreite von der Strategieberatung bis zur Auftragsprogrammierung reicht. Auf diese Weise bringt er dem Leser die Vielfalt und die Besonderheiten des Leistungserstellungsprozesses von Beratungsunternehmen näher. Zudem wird durch diese Art der Betrachtung ein Beitrag zur Transparenz des Phänomens „Unternehmensberatung“ geleistet. Der Inhalt Dienstleistungsperspektive Institutionelle und funktionale Perspektive Systembezogene und prozessbezogene Perspektive Instrumentell-methodische und technologische Perspektive Theoretische Perspektive Die Zielgruppen Studierende und Dozierende der Betriebswirtschaftslehre, insbesondere ConsultingUnternehmensberater sowie Firmeninhaber und Unternehmer Der AutorProf. Dr. Dirk Lippold war über drei Jahrzehnte in der Software- und Beratungsbranche tätig, zuletzt als Geschäftsführer einer großen internationalen Unternehmensberatung. Er ist Gastprofessor an der Humboldt-Universität zu Berlin und lehrt darüber hinaus an verschiedenen Privathochschulen in MBA-, Master- und Bachelor-Studiengängen.

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Book SynopsisIn diesem Band wird Interim-Management im Human Resources praxisnah beleuchtet. HR Interim-Manager beschreiben ihre fachliche und soziale Arbeitsweise als externe Fach- und Führungskraft und Auftraggeber schildern, weshalb sie sich für HR Interim-Management entscheiden. Eingerahmt werden diese Erfahrungsberichte vom Vermittler für HR Interim-Manager, der Praxistipps rund um den Einsatzprozess gibt. In welchen Fällen ist es sinnvoll, einen Interim-Manager einzusetzen? Welche Relevanz haben die theoretischen Vorbehalte gegenüber Externen in der Praxis, welche Bedeutung hat das Thema Know-how Transfer und wie gelingt Führung auf Zeit?Table of ContentsFachliche und soziale Herangehensweise an die gestellten Aufgaben.- Erwartungshaltung an den Interim-Manager.- Praxistipps zu Entscheidungsfindung, Vorbereitung, Betreuung und Kosten eines Interim-Einsatzes.

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Book Synopsis„Aufstieg durch Bildung – offene Hochschulen“ lautet der Titel eines durch das Bundesministerium für Bildung und Forschung im Jahr 2011 ausgeschriebenen Wettbewerbs, der Teil einer Qualifizierungsinitiative ist. Bund und Länder wollen mit dieser Initiative die Bildungschancen aller Bürgerinnen und Bürger steigern. Neben dem Abbau bestehender Hürden innerhalb des deutschen Bildungssystems – insbesondere für nicht-traditionelle Studierende (etwa beruflich Qualifizierte ohne schulische Hochschulzugangsberechtigung) und weitere besondere Zielgruppen (u. a. Personen mit Familienpflichten, Migranten) – ist auch die nachhaltige Konzeption berufsbegleitender Studiengänge bzw. Studienmodule Schwerpunkt der ersten Förderphase bis März 2015.In der vorliegenden Monografie wird die Praxis der Migrationsberatung näher beleuchtet. Schwerpunkte der Befragung bilden die Herausforderungen einer Beratung von Migranten, die Informationsweitergabe sowie die Netzwerkarbeit der Berater. Die gewonnenen Ergebnisse sollen im weiteren Projektverlauf der Entwicklung, Implementierung und Erprobung von interkulturellen Schulungs- und migrationsspezifischen Beratungskonzepten dienen.Dieses Vorhaben wird aus Mitteln des Bundesministeriums für Bildung und Forschung und aus dem Europäischen Sozialfonds der Europäischen Union gefördert. Der Europäische Sozialfonds ist das zentrale arbeitsmarktpolitische Förderinstrument der Europäischen Union. Er leistet einen Beitrag zur Entwicklung der Beschäftigung durch Förderung der Beschäftigungsfähigkeit, des Unternehmergeistes, der Anpassungsfähigkeit sowie der Chancengleichheit und der Investition in die Humanressourcen.Table of Contents1 Beratung als wichtige Voraussetzung einer gelingenden Integration in den Arbeitsmarkt.- 2 Grundlagen interkultureller Beratung.- 3 Methodische Vorgehensweise.- 4 Einblicke in die Praxis der Migrationsberatung.- 5 Fazit und Ausblick.- Literaturverzeichnis.- Anhang.

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Book SynopsisDie Unternehmens- und Verwaltungsberatung hat die Digitalisierung seit einigen Jahren als attraktives Geschäftsfeld erkannt, um ihre Kunden zu unterstützen. Auch als Instrument der eigenen, das heißt internen Effizienzsteigerung sind elektronische Hilfsmittel weit verbreitet. Wie steht es aber um die Digitalisierung und die Automatisierung der eigenen Leistung? Der Autor Thomas Deelmann gibt Hinweise und Hilfestellungen für die Entwicklung eines Geschäftsmodells im Kontext der Digitalisierung und zur Entwicklung einer einschlägigen Strategie, um für die Zukunft gerüstet zu sein.Table of ContentsEinleitung. - Ausgewählte "Early Mover" und Begleiter der Digitalisierung. - Aktuelle Stimmungsbilder, Entwicklungen und Chancen. - Eine klärende Frage als Herausforderung für die Profession. - Drei digitalisierungsinduzierte Veränderungsgrade. - Fünf Optionen für ein Beratungsgeschäftsmodell. - Sieben Schritte für die Entwicklung einer Digitalstrategie. - Abschluss.

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Book SynopsisSystematisches Arbeiten in klaren Strukturen, agiles Verlagern und Steuern von Arbeitsprozessen z.B. in Home Offices und multimediale Unternehmenskompetenz inklusive Darstellung (nach außen) – kurz: SAM – sind die künftigen Schlüsselfaktoren des Unternehmenserfolgs. Aus der Praxis für die Praxis lernen Sie als Entscheider mit SAM, konstruktiv auf kritische Herausforderungen zu reagieren. Die durch Krisenzeiten diktierten Veränderungen entwickeln Sie so zu zeitgemäßen, zukunftsfähigen Strategien weiter. Geschäftspartner, Kreditgeber und Nachwuchs erhalten zugkräftige Antworten auf die Frage nach Zukunftskonzepten – dank SAM.Table of ContentsSchwierige Zeiten erfordern neue Wege.- Die drei Säulen Ihres neuen Arbeitsalltags.- Weiterführende Erwägungen.- SAM in der Nussschale.

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Book SynopsisIn diesem Ratgeber macht Rainer Sachse Ihnen – auf Basis der klärungsorientierten Psychotherapie – Mut, bei Konflikt und Streit privat wie beruflich zu gegenseitigem Verstehen und tragfähigen Kompromissen beizutragen. Konflikte spielen im Leben jedes Menschen eine zentrale Rolle: Sie treten auf zwischen Arbeitskollegen, zwischen Mitarbeiter und Chef, zwischen Freunden, in Familien, in Partnerschaften. Geschrieben für alle, die in Alltag und Beruf Konflikte erleben und sie konstruktiv lösen wollen. Auch für Streitschlichter, Mediatoren, Moderatoren. Aus dem InhaltWas ist ein Konflikt? Wie geht man konstruktiv mit Konflikten um? Wie löst man Konflikte? Wie findet man tragfähige Kompromisse? Was können zwei Interaktionspartner tun, um zu einer guten Konfliktbewältigung zu gelangen? Und wann hilft ein Moderator?Der Autor Prof. Dr. Rainer Sachse ist Psychologischer Psychotherapeut, Begründer der „Klärungsorientierten Psychotherapie“ und Leiter des Instituts für Psychologische Psychotherapie (IPP) in Bochum. Er macht komplexe psychologische Sachverhalte allgemein verständlich und stellt sie humorvoll und einfühlsam dar.Table of ContentsVon der Normalität von Konflikten.- Konflikte und Konfliktbearbeitung.- Faktoren einer guten Konfliktbearbeitung.- Verweigerung und interaktionelle Spiele.- Konfliktmanagement durch einen Moderator.- Beispiel: Konfliktgespräch in der Paartherapie.- Ein weiteres Beispiel aus der Paartherapie.- Beispiel für eine Konfliktbearbeitung.

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Book SynopsisFührung und Selbstführung ist in veränderlichen Zeiten wichtiger denn je. Das titelgebende systemisches Coaching- und Beratungsmodell „Führungs-Tetraeder®“ versteht sich als Navigationsinstrument zum Lokalisieren von Entwicklungspotentialen und Strategieentwicklung in konkreten Führungssituationen. Dabei wird Organisations- und Entwicklungspsychologie mit systemischem Denken in der Führungsarbeit für Beratung, Coaching und Reflexion verknüpft.Der „Führungs-Tetraeder®“ liefert ein klares Strukturangebot im Spannungsfeld Ergebnisorientierung – Verhalten – Selbstführung, der Wahl der Bearbeitungsperspektive, der Steuerung des Komplexitätsgrades, dem Erkennen von Wirksamkeiten und Wechselbeziehungen, dem Entwickeln von Perspektiven und Strategien zum Stärken der Leistungsfähigkeit und Heben von Potentialen. Zusätzlich wird themenspezifisch ergänzendes Material auf der SpringerLink-Seite digital bereitgestellt.Das Buch richtet sich an Führungskräfte, Human Resources Verantwortliche, Personalentwickler, Organisationsentwickler, Change Manager, Berater, Coaches und Supervisor und alle an Führungsarbeit-Interessierte.Table of ContentsEinführung und Leseleitfaden.- 1 Systemisch Beraten und systemisch Führen.- 2 Der Führungs-Tetraeder® und seine Elemente.- 3 Selbstführung.- 4 Führungsverhalten.- 5 Bezug auf Jetzt und Zusammenfassung.- 6 Meta- und Grundprinzipien für unsere systemische Praxis.

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Book SynopsisVorwort.- Einleitung.- Das digitale Kompetenzmodell.- Digitale Gesellschaft.- Digitale Kompetenzen.- Digitale Technologien.- Digital Leadership.- Digitales Unternehmen.- Use Cases aus dem Führungskräftecoaching.

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Book Synopsis

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Book Synopsis

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Book Synopsis

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