TOP PARTNER Management ® Conseil en Management SI et Performance

Sometimes, behind the term of counsulting, there are simple performance of services hidden or''consultant'' who make studies, manage projects, techniques or data processing… The borders are sometimes unclear and yet competences are necessary and the added value brought are of very different nature according to whether it is a question of a real counsulting to provide or a ''service'' to grant.

There is sometimes confusion between: provisions of services, contribution of expertise and real counsulting.

THE COUNCIL “OF DIRECTION”

Referred by the customer at the time of concerns or of faulty operations, it is sometimes also referred the leader or the adviser who coaches the company in its transformations, it is often a confidant of the customer to takestrategic decisions and for the future of the company.

It is a general practitioner of several fields/sectors
It provides an exterior analysis
It plays the role of mirror or a telltale signe vis-a-vis the interrogations of the customer
It detects the lacks or the potential richnesses
It proposes the search for opportunities

Sometimes the mission requires one duration and an intensity susceptible to require a contract frame .

THE EXPERT

The contribution of expertise is sometimes necessary to support the consulting.
An expert is a real specialist of a field (production supply chain information system, human capital, project management, risk management…) or of a sector.

He performs diagnosis, evaluates a situation and makes recommendations
His role is to solve identified precise problems
He provides his expertise and methodology

THE ''COACHING'' CONSULTING

This role includes a diagnosis, the emergence and the validation of a target to be reached, the perception of actions to be undertaken, the assistance to their implementation, the realization of statements, the coaching with the emergence of internal methodologies.
In a followed and durable relation, the consultant shall conclude while being based on operational structures, the decisions taken by the customer, theoretically resulting from his recommendations.
He does not substitute himself in ''capacitive subcontracting'' for the internal resources of the company which are necessary to express the problems, to answer the questions of the consultant, to validate the suggested plan of actions and to implement in an effective and operational way the actions to be undertaken.

Consulting and Expertise

CONSULTING OR EXPERTISE ?

THE COUNCIL “OF DIRECTION”

THE EXPERT

THE ''COACHING'' CONSULTING