- Organic Growth
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“No one knows my business better than I do.” This comment is usually followed by “That’s why I would never use a consultant.” First things first before discussing the merit or lack thereof of these statements. Is your business performing optimally? Is it meeting all your expectations? Are you operationally excellent in all departments? Is your 5 year, 10 year or Transition Strategies measurably on target? If so the opening statements are moot. You’re doing great. Can you do better? If that’s an emphatic NO, then you need not read any further on this topic. If there is the ability to improve then a consultant may be beneficial.
You should be the expert on your business, after all you lead it daily, you may have even founded it. Looking for someone who knows all that you know seems, and is, redundant. Gaining assistance from someone who understands your business and may have experience in the industry(s) served is beneficial but is secondary to someone who has experience with accomplishing the specific objectives you may need (personnel development, growth, operational excellence, etc.) Cross fertilizing practices and principles from disparate industries coupled with the intelligence to implement the right strategies and tactics that reflects both your industry and your leadership/culture can be of great value.
”What you don’t know” is the value a consultant can have to your organization. So how do you know “what you don’t know” to choose a consultant? It’s easier than you might think. Objectively review the areas of your business that are not performing optimally. Realize optimally does not mean performing to your standards but industry, or beyond your industry, standards if they are superior. Then have a discussion with someone who has accomplishments in those areas whether it is in your industry or not. Being incrementally better than the competition is a Win, doing something totally different is a competitive advantage that can be significant and sustainable.