The "take-all" phenomenon of consulting companies is determined by the pressure of survival and the needs of customers. Many consulting companies are "all-inclusive" and are widely criticized for this.
"Take all" has two meanings. First, each consulting project basically contains the contents of all functional modules; The second is to do this module today and that module tomorrow.
Personally, it is natural for this to happen, on the one hand, it is caused by the survival pressure of consulting companies, on the other hand, it is also caused by the needs of many customers. Many people may say, why don't consulting companies have a strategic vision? Of course, they must make strategic arrangements for their future development from the beginning, and they must make trade-offs! Is it that simple? The pressure of survival caused the consulting company to have little choice at first.
Some people will say that specialization and specialization can effectively solve the development problems of small and medium-sized consulting companies. Can specialization really solve such a problem? Zhang Houqi once said that the problems of China enterprises are systematic. For small and medium-sized enterprises, you tell them that I can only solve the job evaluation problem in the salary management part of your human resource management. Will it care about you? !
Systematic problem solving is only a feature of China enterprises' demand.
A well-known human resource management consulting company once conducted salary consultation for a company in Nanjing, and "dug up a lot of data ..." This project ended in two weeks. Do you think the reasonable salary structure and salary level reference really solve the customer's problems?
The boss of a consulting company said, "What I want to know most is how a company like McKinsey breaks through the bottleneck we are facing now", and the problems faced by China management consulting company are nothing more than that.
The current situation in China is that many aspects of enterprise management have just started, and they are striving for success in chaos. Small and medium-sized consulting companies have theories and lack practical experience, while people with business experience are too busy making money and doing business to take care of business theory research. This disconnection can easily lead to the failure of tacit cooperation between the two sides in cooperation. Generally speaking, it is usually the top management of the company that initiates changes and invites outsiders, because their sensitivity to the market urges them to make changes as soon as possible. Decisions are made by senior leaders, and the implementation of the plan depends on the middle and lower managers of the enterprise. If they are not sensitive to the market, or lack a deep understanding of planning and solving problems, the results of implementation will often end in vain.
Enterprises in China need management consulting, industry experts who are familiar with enterprise operation processes, and management teams with strong execution. Enterprises are slowly growing, the market is slowly maturing, and the spring of domestic small and medium-sized consulting companies will come.