Why use a consultant

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We often hear people asking:

“do we really need external help?”

“what value can they add ?”

“We can just do it our self – we know what we are doing”

There are 5 reasons as to why you should use a consultant with your business:

1. Unbiased Objectivity

No supplier of equipment or providers of services is going to deliver an unbiased evaluation of your requirements.

The very nature of their job is to sell you stuff hence their recommendations will lean towards selling you whatever their company has to offer and attempt to convince you to buy their equipment/ service/ solution. This is not necessarily the best solution for your business nor what your business actually needs.

It is highly unlikely that they will focus their attention towards the areas of your business that actually need the help if their product is not as strong as market competitors.

Result: your business gets bad advice and spends money without addressing the underlying problem areas.

2. Workload

Your company needs to concentrate on doing what you do best – servicing your clients and making money.

The IT world is an ever-changing environment with new technologies emerging daily. It is almost impossible to be able to concentrate on your core business whilst being able to maintain abreast of the new technologies that your business could benefit from.

Result: The business continues to operate as it did in the past ignoring new technologies that have real bottom-line cost saving benefits.

3. Integration

No business, no matter how big or small,  can run today without an IT infrastructure. Networks today comprise of many applications, devices,servers, routers, switches, connectivity options such as fibre, diginet, dsl, voice platform, Call Centre, Unified Message Management, IVR, CRM, Voice over Internet Protocol, etc.

No one supplier can effectively provide all of these facilities and so management of multiple suppliers becomes a business headache (and nightmare) with each supplier able to blame another for lack of service or failed delivery.

Result: lots of “he said she said” and finger-pointing leaving the business struggling to ascertain what is the underlying cause of the issues.

4. Continuity

After a “sale” is concluded, typically the business is handed over to multiple “Do-ers”. These are the people who are tasked to actually do the work that the sales people promised that could be done.

This means that a great deal of continuity is lost as the business is now dealing with different people who were not involved in the original discussions.

Results: frustrating repetition and lack of enthusiasm derails the projects

5. Cost

Getting a project done right with the right supplier is critical. Failing to understand and articulate what is required has massive cost implication often resulting in scrapping entire projects and having to start again. History has shown that there are enormous savings in time and money by getting the job done right the first time.

Result: Projects run overtime and over budget leaving the business frustrated at best and at worst result in loss of business, loss of competitive edge and even serious management HR issues.

In Summary:

We don’t sell you anything. We are called to understand your specific issue so that when we unpack it, ask the right questions, we are able to recommend the solution to solve it.

We have no solution to sell you – so the advice you get is always the advice that is best for the business.

We will find the solution.

We sit on your side of the table whilst service providers pitch.

We ask the right questions both technically and business questions as we speak both languages.

We get you the right provider without the service provider trying to push their own agenda or products and services you don’t need.

We also ensure that you pay the right price.

Often the cost of the consulting services is easily covered by simply having chosen the right provider to solve those nagging issues or by solving legacy issues that are political inside the organisation.

Equally important for management is having a sounding board to ratify strategy. This external backing is used often used as a motivation in the board room.