The Contemporary Consultant Insights From World Experts Business Essay

[Tapez le titre du document]

[Tapez le sous-titre du document]

vista

[Sélectionnez la date]

[Tapez le résumé du document ici. Il s'agit généralement d'une courte synthèse du document. Tapez le résumé du document ici. Il s'agit généralement d'une courte synthèse du document.]

Contents

Assignment ONE, Book Reviews

Book review ‘The Contemporary Consultant: Insights from World Experts’

Larry Greiner, Flemming Poulfelt. Handbook of Management Consulting—The Contemporary Consultant: Insights from World Experts. Thomson South-Western,Mason, Ohio, 2005. ISBN:0-324-29041-1.

The book discusses the consultancy profession and deal with the question of how and what to consult. In order to respond to these questions the authors have collaborated with 27 consultants from different areas, context and perspectives. The aim of the book is to give a big picture and awareness for a potential future consultant about the new consultancy environment. Through the consultants interviews the authors have sharply distinguish the specific roles of the consultants in the different areas and context; they have also translated their mindset and state of spirit. In another word, through the book Greiner & Poulfelt (2005) have transformed their tacit knowledge to an explicit knowledge within the book, the collaborative relationship allow the creation and emergence of their ideas and practices.

Due to the globalization and the industrialization, companies’ economic situations and their way to gain a competitive advantage have sharply been impacted. Consequently, in order to help performing the client assignment in this highly competitive business environment, the redesigning of consultancies practices have been a huge necessity .Hence Greiner & Poulfelt point out that the ‘consultancy professionalism’ as an important concept to consider, the authors infer that ‘the tight attitudes and behavior must also be in place, and these become the distinguishing factors for achieving real professionalism’. (2005, pp. 23) I personally connect this concept to the leadership skills, indeed, according to Greiner & Poulfelt (2005) the aim of a consultant is to be a skilled advisor (pp.24), therefore in order to achieve this task , the consultant have to generate a vision of the future estate, build the trust through its relationship with the client. The leadership skills, which have been also highlight on the book ‘Leaders: Strategies for taking Charge’ of Bennis & Nanus (2007), when it comes to manage human capital, leadership skills are the glue to handle it in an effective way. I personally believe that when a consultant has managed himself, so he can lead the clients by inspiring them and create their commitments to the task. It is on this sense that most of the consultant should ‘firstly consult themselves before consulting others’. In my opinion ,to be a trusted advisor and have impact on human mind and create the change the four strategies for ‘Taking charge’ of Bennis & Nanus (2007) have to be put into practice in every consultancy project.

Then, Greiner & Poulfelt (2005) developed practices and methods in order to answer the question of how to adapt consultancy to the new context and perspectives. I have personally been curious about how the client task have to be performing in the different areas and contexts. The authors look at the complexity and multiple aspects of consultancy approach. I am agreeing with them on the statement that consultancy is a king of expert in his area. For each areas and perspectives, a framework of the process is highlight to help future consultant to choose the best practice to achieve his task. In addition, the authors highlight the importance of the consultant role and his impact in the organization. Consultant sometimes chooses the wrong intervention strategy to handle the client assignment. I personally like the chapter 12 , because it gives a direction for a junior consultant according to the nature of the task. Through the chapter it is worth noting that the relationship with the client is one of the most important criteria to consider. As they have explained the main roles of a consultant is to become a trusted advisor for the client firm. So, future consultant should take into account to assign and better perform the task.

After reflection this book is about knowledge transfer for a future consultant, knowledge about the process, but also theoretical part that could be put into practice to achieve an assignment I personally believe that even if I would not become a consultant, when a change rather it is an IT-technology change, or to integrate mergers and acquisitions change, I will be aware about the process and will use those advises on the people around me to allow the efficiency of the change.

Personally, this book can be considered as a real tool for a future consultant. Indeed even if a consultant is more expert in one area compare to another he will not effectively achieve the client task without an effective social interaction with the client. It is also a high level of curiosity to have a view on how others consultants can handle a task. The main learning for me was to have a global understanding of the consultancy profession and the importance of leadership skills as a matter of managing human capital.

Book review ‘Management consulting: emergence and dynamics of a knowledge industry’

Management consulting: emergence and dynamics of a knowledge industry: Matthias Kipping and Lars Engwall (Eds.); Oxford University Press, Oxford, 2002,

221pp, ISBN 0-19-924285-2

The book provides insight on the consultancy field. The authors give an overview of the emergence of consultancy. Within the book, three definitions about how consultancy it is appear clearly: the consultancy industry, the consultancy firm, and the consultancy project. In order to describe each definition, the authors critically analyzed through international cases study.

The first part of the book described the emergence of the consultancy industry .The authors considers the consultancy industry as "the firm of a product". Here authors point out the competition as a matter of objectives, indeed, the client firms will tend to be consulted by a consulting firm which has the best reputation, so the legitimization takes an important part in the consultancy industry. As a comparison, when clients want to buy the product, he will choose and select the product with the best quality/price in order to maximize his purchase and his competitive advantage. So, he will refer to the references and recommendations from previous client to make his decision. Therefore, to attract clients, consultant firms which its product is composed only by human capital, have to create value in order to adapt to various and complex context. Here, the production of the product is the creation of management practices. Therefore, the legitimization is not only a matter of expertise, or an academic degree or position, but rather about relationship with others .Through the case of Odile Henry, the authors point out the necessity for the industry to create its value through their knowledge legitimating., Nowadays consultants should focus on how the belief have to be formed in order to create positive return, for instance through social media (Kipping & Engwall, pp.19).Moreover Kipping & Engwall critically analysis through two cases study the relationship between management consulting and academics researches which have been challenged in the past. In addition, academic researches consulting take an important part on the legitimization of the consulting process. To explain the emergence of consultancy, authors give the explanation of the systemic context which has provided the knowledge community. Indeed, the government legislation, for example the Marshall plan has leaded the development of the field of the knowledge management industry. The globalization and the industrialization have also leaded the company to adapt and restructure their practices corresponding to the new context. That is why, most of the companies have needed consultants to help them to improve or make the change in order to sustain a competitive advantage. But, in the same way, in order to be efficient some of the local consulting practices have been maturated, with the globalization (Kipping & Engwall, pp.78) . In fact, they have to choose from foreign alternatives and sometimes replace it in order to help the client organizations to have a better competitive advantage. Personally , this first part help me to understand what is a consultancy industry , which can be described as an intellectual propriety which have to evaluated all the time to respond to the new context. It is in my opinion , it is an industry which has to be proactive by finding the best methods or practices to respond to the client tasks .The collaboration of both, practitioners and academics field could efficiency respond to this task.

The second part of the book deals with the explanation of the consultancy firm, and therefore "the creation and the development of their products". As the authors have described on the first part, the consultancy industry is focus on the knowledge of its employees. Therefore, first they described how consultancies firms should effectively organize their existing knowledge, and then create an appropriate environment to capture new knowledge. In the sixth chapter , the authors explained the difference between the explicit and tacit knowledge. They point out on the difficulties to transfer and shared tacit knowledge among consultants. The transformation of the tacit knowledge to an explicit, for instance from a senior to a junior one can be carry out through an intensive interactions. So juniors could learn about the capital, routines and cultures. The authors also point out on the utilization of the knowledge ,which can create economy of scale for the firm. According to them consultants have to put an effort to design the best practices and solutions for the client. An important point to considered is their learning’s from previous experiences which is consider as their main source .That is why consultancy firms must have an appropriate internal creation of consulting knowledge through the codification and the utilization of experience as an important basis. They critically analyzed it by comparing the use of the old cases and methods practices. Most important, it is not only how the consultancy firm uses the previous experience and knowledge but rather how they put it into practice to the new particular situation. So, what matter it is the impact on the way the management consulting deals with the knowledge management. Equally important as the knowledge is considered as the strategic asset and of the consultancy firm. The value of the firm is conduct by both collective and individuals dimension that is why the authors take a focus on the recruitment , especially when it comes to a personalization of the solutions. Finally, knowledge management could also be transferred through the collaboration of consultants and researchers. As a comparison , this book reflects totally this principle. In fact, it allows me to have insight about the emergency, the practices , and how should I deal with a consultancy project.

During the last part of the book, the authors explained the process of the consultancy project and the kind of relation a consultant could created during the project. The management fashion is critically described as practices which become popular. The Earn & Kierser (2002) model critically described the explanation of the emergence of the consultancy market. The model shows that the production of management fashions by consultants will lead the client to become a ‘fashion victim’ by thinking that they need as well as their competitors the service of a project consultancy to achieve an advantage. However, at the same time the managers at the top will feel a sense of losing control of the situation, which will lead to the need of consultancies. Therefore, consultant should carefully consider this external fact and take into account the possible resistance, which could lead to the project failure.

In a nutshell, Kipping & Engwall, (2002) illustrate why organization need consultancies to gain a competitive advantage. It is about improving the organization ability to better perform. Consultancy is a profitable business when the human capitals and the knowledge are well managed .Equally important it is on how consultants have to be and behave during the project in order to do the right things and impact the client. (Bennis & Nannus, 2005, pp. 36).

Assignment TWO, Articles Reviews

Article review ‘The impact of management consulting firms on building and leveraging clients’ competences ‘

The impact of management consulting firms on building and leveraging clients’ competences;Advances in Applied Business Strategy, Volume 8, 2004, Pages 27-4;Marc G. Baaij, Frans A. J. Van den Bosch and Henk W. Volberda.

Baaij, Bosch & Volberda (2004) want to draw the reader’s attention to the "Impact of management consulting firms». Many companies can feel when an organization strategy is not working, but knowing how to tackle the problem is harder so they need a management consulting firm to lead them to understand the situation and to be able to move towards a solution. They lays emphasis on the fact that management consulting can help client organization through two roles: competence leveraging and competence building. The authors address the wide discussed difference between competence leveraging and the competence building .Competence leveraging role is to help organization to find an advantage, or best practice competences which are new for the client but not new for the consulting firm. By opposition competence building is imagining the future of the new organization with totally new competences and values. It is in my opinion an innovation. Furthermore, they set the attention focus on the client demand assignments determine the skills of consultants needed. Attention focus can be understood with the two different projects. He reflects on how the knowledge can be transformed in both projects and how the two competences can be facilitated by different canal. Moreover through a conceptual framework the authors critically analyzed the impact of their roles on the client’s competitive position and the competitive dynamics.

Concerning the leveraging competence, consultants have to adapt to the industry rules. Nevertheless, to reach effectively the task, consulting firm use the institutionalization of the knowledge but with the globalization, more and more films tend to use the same approach and the same management consulting firm all over the world. This implied a competitive convergence and it is critically analyzed by the authors. In fact, Baaij, Bosch & Volberda (2004,pp.33) hammer a point home that consultants have to take into account the variation between countries and cultures. In addition I am agreeing with the authors that leveraging competence tend to decrease the client competitive advantage. By doing so, the client will not outperform its competitors but just imitate their best practices (Baaij, Bosch & Volberda (2004,pp.34). Therefore leveraging competence could have limits and have to be carefully analyzed before putting into practice. That is why building competence; instead, it is more heterogeneousness and could put more added value for the client firm.In both practices, the process of "commodification" allow the deployment of the existing knowledge. Therefore the consultant can define the problem, bring the problem up, and allow structuring the solutions and standardizing the competences.Finally they look at the underlying determinants of the client –consultant relationship by analyzing both the client’s and consultant’s points of view and taking into account the task. As a future consultant, leveraging competence can be learning more easily than building competence. It can also be more attractive.

Article review ‘consulting to Team-Based Organization: An Organizational Design and Learning Approach’

Consulting to Team-Based Organization: An Organizational Design and Learning Approach

Consulting Psychology Journal: Practice and Research, Volume 52, Issue 1, Winter 2000, Pages 20 35; Susan Albers Mohrman and Kay Quam

This article provides insights into how consulting management firm should deal with the design or the redesign of their client organizations. This innovative work environment can achieve the right structure to support a new logic and be relying on teams to achieve its objectives because; an effective organizational approach allows companies to better business perform. Indeed, with the dynamic environment, a team based organization will better withstand the rapid changes and will faster adapt to the new external context. In order to achieve and foster this process an organization, (Mohrman & Quam 2000) highlight that consultants have to carefully put much more importance on the development of the leadership teams .So much so, that more and more companies invest on an ongoing organization design. Hence, consultants are called upon by organizations to help them either becoming a team-based in order to be effective in a long term perspective or help the client organizations to effectively work within the teams. Mohrman & Quam address a set of fundamental questions about the expert consulting design model. They use a design sequence to showcase the importance of the design intervention and the impact of a high-performance consultation. Pointing out the need for focus and resources to develop design process. In order to achieve that the article offers leading practices that the consultant could be adopted by to create a new context, a new framework in which teams can perform. The authors describe the five stages of the redesign process to build the organizational design and go through a fundamental learning process. However, attention focus on the particular steps which are not paramount instead it is rather important how a consultant approach the stages. It is worth noting that consultants have to adopt an expert and a facilitator role by training the team to understand the value to work effectively together . In a nutshell in this article I have taken an in-depth look the implications of the nature of the nature and the consultant to design a team based organization.

Article Review ‘Knowledge transfer and management consulting’

Knowledge transfer and management consulting: A look at "The firm" Business Horizons, Volume 43, Issue 1, January-February 2000, Pages 65-74 Ryan K. Lahti and Michael M. Beyerlein.

Lahti & Beyerlein (2000) point out the essential need for consultants within a consulting management the well transformation of the knowledge. Indeed, with the globalization, organizations have to adapt or change their business model to seek their profits. In this sense, new knowledge has been created. Therefore, the authors enhance that knowledge has to be codified, distributed thought the consulting firm effectively. The aim is to transform the tacit knowledge, which cannot be learn from the books or codified to an explicit one. It is crucial to transform what they have learned, to distribute their knowledge though effective communication canal. An effective canal of knowledge distribution is through IT information system which codified and structures the information equally important is to evaluate the process of knowledge transfer. Nevertheless, in my opinion, the commoditization have to be controlled, indeed, clients firms could buy the expertise of the consulting firm without their intervention. They argue that knowledge transfer is one of the core duties of management consulting. Hence they set the concept of the knowledge management which is the key component of knowledge transfer. Knowledge management is which is capturing , storing , combining analyzing and distributing information, then transforming this information in order to reuse effectively those information. Those information can create value for consultants and therefore to achieve the client assignments. In order to effectively transfer the knowledge the authors argue that consultant firm has to create an appropriate environment for an effective knowledge management. They also address the wide discussed between the explicit and tacit knowledge. It is worth noting that tacit knowledge is more difficult to transfer, indeed ,the behaviors, the culture of a company or even the identity is something that have been take for granted for the employees of a firm, therefore , it is not obvious for a person outside the company, which make the consultant task more difficult. Lahti & Beyerlein (2000) hammer a point home to carefully identify this asset of knowledge and involve interactions with the client and the consultancy firm with seminars or workshops. As a future junior consultant, the main learning for me was to carefully also focus my attention to tacit knowledge of the client firm. This type of knowledge can have a big impact to lead client’s problem toward an appropriate solution. I also thing that with the globalization, consultant tend to put into practice the same principles or advices of an organization.

Article review ‘Knowledge management at HP consulting’

Knowledge management at HP consulting; Organizational Dynamics, Volume 27,Issue 2, Autumn 1998, Pages 71-77; Marilyn Martiny.

This article is written by Marylyn Martiny who is the manager of knowledge services at HP Consulting. She points out her hard work to help the consulting firm to adjust its people and processes a change. Her assignment was to capture the knowledge, which had to be leveraged from a few consultants to many, in order to outperform the client tasks. In the author’s own words:’ Knowledge management is the key of our success’. Through this article she reflects on how she has successfully lays emphasis on creating the knowledge –based organization. Here, attention focus is on the ability to manage and leverage organizational knowledge. In order to achieve and foster the change Marylyn Martiny provides a practical framework for implementing each step in the change process through mobilization, vision, design and transition. She argues that leadership is one of the core duties of management change on account of providing support and motivation. Indeed if people, by for instance a misunderstanding of the change, the implementation of the change would be impossible. Therefore, workshops were created to come together a deep strategic change experience with a practical business strategy. It allows to create meaning on people mind, but especially to make them realize the importance of the knowledge management. It enabled them to change their behaviors immediately and see the value of sharing knowledge and learning for others. Equally important is the organizational design within managers who have to involve the new way of working to all the employees in the organization. In my opinion, this article reflects perfectly the challenge to require an organizational response. Leadership is once again the pivotal force behind successful organizations change. It is necessary to help organizations to develop a new vision of what it can be in the future so as to mobilize the organization to change. Leaders once again have to give direction, and then communicate this vision to their employees to make it a reality. It is about the responsibility to help the organization to adjust its people and processes to operate more effectively. 

Article Review ‘Knowledge transfer and management consulting’

Knowledge transfer and management consulting: A look at "The firm" Business Horizons, Volume 43, Issue 1, January-February 2000, Pages 65-74 Ryan K. Lahti and Michael M. Beyerlein.

Lahti & Beyerlein (2000) point out the need for consultants within a consulting management to well transform their knowledge. Indeed, with the globalization, organizations have to adapt or change their business model to seek their profits. In this sense, new knowledge has been created. Therefore, the authors enhance that knowledge has to be codified, distributed thought the consulting firm effectively. The aim is to transform the tacit knowledge, which cannot be learn from the books or codified to an explicit one. It is crucial to transform what they have learned, to distribute their knowledge though effective communication canal. An effective canal of knowledge distribution is through IT information system which codified and structures the information equally important is to evaluate the process of knowledge transfer. Nevertheless, in my opinion, the commoditization have to be controlled, indeed, clients firms could buy the expertise of the consulting firm without their intervention. They argue that knowledge transfer is one of the core duties of management consulting. Hence they set the concept of the knowledge management which is the key component of knowledge transfer. Knowledge management is which is capturing , storing , combining analyzing and distributing information, then transforming this information in order to reuse effectively those information. Those information can create value for consultants and therefore to achieve the client assignments. In order to effectively transfer the knowledge the authors argue that consultant firm has to create an appropriate environment for an effective knowledge management. Lahti & Beyerlein (2000) also address the wide discussed between the explicit and tacit knowledge. It is worth noting that tacit knowledge is more difficult to transfer, indeed ,the behaviors, the culture of a company or even the identity is something that have been take for granted for the employees of a firm, therefore , it is not obvious for a person outside the company, which make the consultant task more difficult. Lahti & Beyerlein (2000) hammer a point home to carefully identify this asset of knowledge and involve interactions with the client and the consultancy firm with seminars or workshops. As a future junior consultant, the main learning for me was to carefully transform the existing knowledge to perform the specific assignment. This type of knowledge can have a big impact to lead client’s problem toward an appropriate solution. I would like to critically analyze the title of the article, as we have view during the courses, knowledge management is not about the transfer of the knowledge but rather transform the tacit knowledge to an explicit, that all consultants could understand and make sense of it.

Assignment THREE, Case study

In this case study I will first focus on the way I will shape to handle the client problem by briefly describing my process. Subsequently, I will use describe my role as a consultant and the kind of relationship I will try to maintain with the client. Especially it should be noted that as a consultant, the professionalism in consulting will be respected. Therefore my attitude, skills, values and behaviors will follow my role of being a "helpful advisor", meaning that I will try to help to solve the problem and add value to the client organization (Greiner & Poulfelt 2005, pp.25).

To begin with my strategy, first of all I will use the issue management process by: identifying, analyzing, evaluating, implementing and finally monitoring the issue. In order to better have an overview of the situation, the risk management will be also taking into account over the entire project. It means that I will clearly define the role, the time and the financial aspect for all the phases.

As a starting point of the issue management, a first meeting with the client managers will be devoted to the task understanding. Motivated by the fact that both part (me and the client) could interpreted the task differently, I will gather with the client to read and analyze thoroughly the situation with the client. The aim of this stage is to reach a shared understanding of the task, so as to well –align common objectives. Here a good listening will be provided. It will be about identifying the problem by questioning the firm in order to understand the mission. In deed by fragmenting the issues, meaning and share understanding will occur for both parts. The Plato’s view will allow me to have a better understanding of the situation and make sense of it. With a talk and dialogue I will have an insight and an awareness of the situation. Equally important, will be to explore the culture of the organization, for instant their habits, their values. As Czarniawska-Joerges (1992) said "organizational life ‘is a form of local assumptions and definitions that are taken as granted" (Weick, KE, 1995, p.64).In fact, the frame of an organizational culture influence the norm of behaviour. It influences also the way of how people should work together, and how they should make experiences. Thus I would come with some practical knowledge to handle the operation. This stage allow to develop an adequate methodology for risk recognition and assessment, but also internalize the possible risks .This stage is one of the most important because as a consultant I will act as a catalyst and may lead the client organization to a new push. Indeed, most of the time client managers feel that something is going wrong but are unable to properly define their problem and therefore handle it (Werr & Pemer 2007, pp.94 .During this process a common basis between me and the client organization has to be built in order to create the groundwork and a common understanding of the mission. Consequently the client relationship will always be focused (Christopher Wright, 2001). To deal with it, acceptance will be seen as the first warning light to create willingness and cooperation (Greiner & Poulfelt, 2005). So, I will demonstrate my experience consultancy by a big picture and details though the consulting firm experiences. Moreover I will start to imply a respect and fairness relationship, as the firm is the client I will be openness for their inputs (Greiner & Poulfelt 2005, pp.27).

.

By identifying the issue I can notice that the company is a multinational organization involving in an international operations, discussions and negotiations. Therefore, it presents a diversity of workforce trough all the organization. On account of the international profile, the client organization is composed by people from different backgrounds. The main issue is that the firm operates in the global market; however the firm has not to adjust its ability to get along with people from all different nationalities, racial backgrounds. So much that the international context presents huge social problems which have financial impact on its business result. In fact, really inclusion is an important issue in terms of growth and development of the company, as Steve Reinemund of PepsiCo says:"Not only is diversity the right thing socially; it can be quantified as a good business decision." (Ashby & Miles, 2002, pp.61).Moreover, except the fact that employees present different background the ineffectiveness of team work

The second stage of the issue management concerns the analysis by envisioning the culture of the organization. It is about information gathering. During the diagnostic phase, I will try to find available resources, reflect about the problem, find a reciprocal working process and evaluate it. During this stage, the commodification (Baaij, Bosch & Volberda, 2004) will be an important task in order to structure the problem by breaking it into smaller parts and standardize the problem-solving. Then I will purge on the previous knowledge of the consultant firm. Thanks to the knowledge transfer from previous assignment, I will reduce the delivery time while improving quality through leveraging best practices, reuse and standardizing proposal and presentation during the session, the tacit knowledge also improved the assignment (Martiny, M., 1998).

In the case, the problem was the ineffectiveness of the diversity team-based organization and the global leadership. Here the aim of the three sessions will be to provide useful tools and tactics to help the client organizations make diversity an essential component of his global leadership strategies and improve their team based organization. My main objectives during the three sessions will be to enhance awareness, knowledge, skills and comfort level working with an increasingly diverse workforce.

The third and fourth will concerned the evaluating and the action planning .The process will be based on the previous diagnosis. First of all, my task will be to improve the effectiveness of the team based organizations by a redesign process. In order to improve the interaction between the multicultural team, I will adopt a process-based strategy which the goal is "to help client address social issue and acquire social skills" (Greiner & Poulfelt, 2005, pp.223).

The fifth stage of the issue management is the implementation phase and commitment stage. Here I will describe my consultancy strategy and the session I will provide. My strategy will come with training program for managers and employees which will extend over a 1-month period, in three two-day sessions.

The first workshop will be design to stimulate behavioural change immediately, so that value of the performance of multicultural team will become evident quickly. In order to achieve the common ground, the importance of diversity will be enhancing, and so participants could practice the new values and behaviours in an appropriate environment.

My role in this process is to be a facilitator. I will work closely with clients to help them understand how their perceptions and behaviors contribute to the social problems. During the first session, my main goal will be make them to rethink about their relationship with each other and to make them realized the importance to become a team player. Here, what matter is to have the participant’s surface and question their mental models .Therefore leadership support will be an important tools to take into account, one again, it is here to install vision, meaning and trust on the participants minds in order to create their commitment to the change. The purpose of this first session was to identifying the need to change in order to create their mobilization. So before the implementation of the tools, I will help the participants to create a new team based framework.

During the second session I will try to make them analyze their real-life cases and identify innovative, fair and appropriate solutions. Conflict resolution will be an important focus. This session will take place during 6 hours. Here the participants will start to be aware on changing and working effectively in a team. Consequently, in order to achieve that, it implies that the participants need to modify their behaviors. Therefore, it requires the active involvement of the participant in changing their attitudes, value, and skills. So my role will also to be a facilitator, the aim will be to give them a learning process through they could develop their own competencies for implementing the change and improvement of their relationships. The alternative delivery mode will be the ‘facilitate and learn’: This process is focus on social context and people’s behavior. It is about "transferring skills and knowledge to organizations so they can self-improve their capacity to solve future problems". (Greiner & Poulfelt, 2005, pp. 215).So as to provide their commitment the concept of cultural intelligence will be an important topic during the session. Indeed, as Elizabeth Plum said "Cultural intelligence (CI) is the ability to act appropriately in situations where cultural differences are important, and the ability to make yourself understood and to establish a constructive partnership across cultural differences" (Plum, 2008, p.19).In order to effectively succeed on the task, the approach will use to launch the session will involve the four step of change model: mobilization, vision, design and transition (Martiny, 1998).

My focus will be to provide them with the skills and knowledge to improve the social side within the organization continuously. It is about allowing the organization to gain a competitive advantage in a global market place .During this session, the participant will learn by doing. Therefore, the importance of the workshop session will provide a high interactivity with others participants and will allow them to improve retentions. Role –play and group problem-solving activities will give a practical approach. They will also provide a great opportunity to learn from the cultures and experiences of others and create a team synergy. Moreover, stories, or anecdotal stories will be tell in order to motivate the participant and sustain their enthusiasm. I personally believe that sharing experiences and personal stories will reinforce the value and create thrust toward the participant.( Lahti & Beyerlein,2000).The graph of Carol Kovach concerning the effectiveness of multicultural team will be critically analyzed. Here my attention focus will be to involve all the people of the organization to be aware of the ‘capability of collective’ (Mohrman & Quam 2000, pp.5).

A private session will be provided only for managers, in this session I will educate them to perform their understanding and give them some tools that they could put into practice with their employees. During this private session, the organizational culture of the organization will be redesign including the diversity management and leadership. The organization present cluster, and lead people for exclusion. I will try to make them aware about what do their organizational culture could be changed in order to guide the appropriate value and behaviors to its people. An appropriate approach to leadership will more effectively galvanize their employees to work together to achieve common goals. During the sessions I will be aware about on the possible resistance of the participants. In order to face the resistance I will put into practise the iceberg of the change management of Wilfred Kruger. Indeed below the surface of the change management, four general attitudes toward the change can appear: Opponents, promoters, hidden opponents and potential promoters. This could make my task very difficult, therefore, a management of perceptions and beliefs will be also focus. Another practice will be put into practise as the Kaizen method .In our case, the Kaizen philosophy consist of improvement of practises. The key elements are quality, effort, involvement of all the employees, willingness to change and communication. During the process, trust will be again important to develop the high quality work, and of course the result must be again controlled during all process.

Finally, during the last session, I will enhance assessment tool available for the participants and ask them for feedback.

In a nutshell during the 3 days sessions, the client organization can obtains and uses new knowledge, tools, behaviors, and values. They have learned as part of their daily activities, particularly on how they will interact with each other. The entire system learns as it obtains feedback from the environment and anticipates further changes. During the training the organizational learning has been emerging, it is the way the corporation could increases its survival potential by increasing its readiness to cope with new changes and opportunities’.

As a final point, I would like to argue that my role of the consultant and the leadership are sharply correlated. Indeed to develop and improve my leadership skill, the consultancy work could achieve perfectly the task in order to make the change and take the charge. I would also add that achieving this task feel me glad to feel that people have growing thanks to my strategic consultancy and my knowledge.