Rarely has the pressure on management been as great as it is today. Advice is expensive – and often not particularly good. We help you to push the right buttons.

The costs for consulting services represent a “highly political” cost block which often constitutes a large proportion of the total volume of costs. As it is not uncommon for consulting services to be regarded as an expensive mistake in retrospect and high expectations are not met, they are also often the subject of controversial discussions. In our experience, various factors are responsible for this unsatisfactory state of affairs.

  • The contribution to value and ROI of many consulting projects is unclear or not measurable, both ex ante in project planning and ex post on completion of the project. The knowledge transfer to internal employees that the consultants were hoping for often operates inadequately or does not exist at all.
  • The complexity of a consulting project with the associated process stages is underestimated and essential control instruments and mechanisms are not used. Centralized (overall) control/monitoring of consulting projects in the company is not always in place.
  • The consultancy companies frequently have direct contact with the management, which prevents selection of a consultancy firm to provide assistance by objective criteria. Critics often suggest that an alibi or snob effect is the main reason for appointing well-known consultancy companies.
  • Intero Consulting offers its clients a structured concept that enables fast and sustainable control of the consultancy costs (monetary) and the project results (qualitative).
  • The introduction of a standardized selection process that is subject to approval using provider portfolio management is a central component of long-term management of consultancy services.
  • In larger units in particular, the definition of prioritization rules in line with company strategy can provide starting points for a discussion of total volumes.
  •  The negotiation of framework agreements with defined skill matrices, taking account of standard market conditions, ensures comparability of costs and results.
  • Sustainable monitoring of results as part of overall coordination of the most important consultancy projects provides opportunities for overall control.
  • Established objective rules and procedures help in awarding contracts for consulting services.
  • Consulting projects are awarded according to an established priority to the most appropriate service provider in each case.
  • Standardized assessment rules for the consultant’s services and the success of the consultancy project make it possible to analyze the trend in quality over time and to support potential project sponsors in selecting consultancy companies.