As the whole environment is changing dramatically and competition is globalizing, corporations face a future hard to predict and control and have a strong desire for more help from outside. Therefore, the consulting industry which satisfies corporations¡¦ demand to solve their problems is growing faster and faster. With the suggestions and recommendations from consulting firms, some corporations really have better performance and become more competitive; however, others do not benefit but get big losses from consulting forms. So we can have a conclusion that solving corporations¡¦ problems from consulting firms is not the only way to choose. Nevertheless, this research hopes to provide corporations and consulting firms with some efficient methods when they are involved in consulting projects. According to the case study and integrating analysis, the main conclusions of this research are as following: 1. Corporations must understand what they need and measure they own capability before planning to have consulting, and then be able to evaluate if they need to have consulting. 2. When corporations plan and choose consulting firms, they can benefit more by starting from staffs with interpersonal relationship and other corporations¡¦ experiences. 3. In the beginning, corporations and consulting firms should communicate completely with each other. Corporations should insist on their core value and culture and take it as the base of changing to get rid of missing their directions. 4. When facing resistance, corporations should solve problems positively and rely on the consulting firms¡¦ distinctive experiences and competencies of resolving conflicts. 5. Corporations usually find it difficult to evaluate consulting firms¡¦ performances; therefore they often spend more making a decision about consulting firms. But what is important for corporations is taking the results of evaluating consulting projects as the basis of improving to enhance the success of next project. Consequently, corporations should complete performance evaluating of consulting projects in detail; continue using a good model and correct failures and mistakes to promote the performance and value of consulting projects.

When starting an engineering consulting firm, there are many questions such as, “How do I start a business?”, “How do I handle cash flow?”, “How do I get clients?”, and “How do I market?” among others that need to be answered. Since I am a sole proprietorship engineer, I will first start this paper by constructing a foundation. For a start-up, this foundation is how to get your business started. Then I will explain the business plan. This plan for a business is its structural frame that holds up the company. Finally, I will erect the facade of the business. Just like a building’s façade, marketing strategies are the face of the business and some work well while others fail in their application. At the end, I hope to be able to give a clear understanding of what it takes to start your own engineering consulting firm. / text

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When needing software, using the services of an IT consulting rm is todaya common solution for companies nowadays. To make a system suited forthe intended users it is important to focus on usability.There are many dierent approaches possible to use when developinga usable system. The purpose of this study was to study if any of theapproaches, goal-directed design, could be used when a customer orders asolution from a consulting rm. This was to be studied through a case studywhich was conducted at the IT consulting rm Sigma. One of Sigma's customersis Toyota Material Handling Group which is a supplier of forkliftsand additional services like the online eet management platform ToyotaISite. The platform is about to be further developed by connecting it to amobile application with the purpose of making the platform more accessibleand ecient. The assignment in the case study was to develop a prototypefor this mobile application. This was done using the goal-centered design approach.Further, in order to understand the work at Sigma today, interviewswere conducted with developers at the company.The data collected led to an analysis about how Sigma and other similarIT consulting rms could use the goal-centered design approach when developingsoftware. The conclusion drawn was that parts of the method couldbe motivated to the customer and thereby be used in future projects, whilesome parts would be harder to motivate for the customer. The includedsteps were user research, context scenarios, requirements and high-delityprototyping. These conclusions can be used to integrate usability work inthe development process in the context of an IT consulting rm deliveringa system to a customer.

Thesis: Contractual relations of consulting firm and client Author: Karolína Brosková The purpose of my thesis is to analyse the contractual relations between consulting firm and its client. The reason for my research is an increasing amount of consulting firms arising in Czech business enviroment as well as non-existence of precise and explicit regulation of these relations in Czech legal system. The thesis is composed of two main chapters, each of them dealing with different aspects of management consulting. Chapter One is subdivided into three parts. Part One is introductory and defines basic terminology of management consulting, its history and typology. Part Two deals with subjects of contractual relations between consulting firm and client. Finally part Three explains when these relations will be regulated by Czech commercial contract law. Chapter Two examines relevant Czech legislation in combination with practical examples from valid agreements. The chapter consists of two parts. Part One focuses on particularities of Czech contract law. Part Two investigates what should be included in consulting agreement. Conclusions are drawn partially in Chapter Two, part One and partially in the epilogue. The main aim of the thesis is to find out what is the economic cause of these relations, and what...

The general aim of this study was to determine whether there is a relationship between organisational culture and organisational commitment in a consulting firm in South Africa. A quantitative, cross-sectional survey design was used on a non-probability sample (n=68) from an identified consulting firm in South Africa, utilising the Organisational Culture Questionnaire (Harrison & Stokes, 1992) and Organisational Commitment Scale (Meyer & Allen, 1997). The results were analysed using Pearson’s correlation analysis and indicated that there is no relationship between organisational culture and organisational commitment in the consulting firm / Industrial & Organisational Psychology / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

The general aim of this study was to determine whether there is a relationship between organisational culture and organisational commitment in a consulting firm in South Africa. A quantitative, cross-sectional survey design was used on a non-probability sample (n=68) from an identified consulting firm in South Africa, utilising the Organisational Culture Questionnaire (Harrison & Stokes, 1992) and Organisational Commitment Scale (Meyer & Allen, 1997). The results were analysed using Pearson’s correlation analysis and indicated that there is no relationship between organisational culture and organisational commitment in the consulting firm / Industrial and Organisational Psychology / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This investigative case study of how barriers to knowledge sharing manifest at the Swedish subsidiary of the global consulting firm WSP, seeks to bridge the theory-practice gap in the knowledge management literature. The investigation focused on Practice Area Networks, or PANs, which are global information and communication networks at WSP, and the extent to which these are utilized by junior and senior consultants. The method mainly relies on semi-structured interviews, where 20 interviews were held with different consultants from all business areas. Additionally, a survey with 375 respondents from across all Swedish WSP offices was conducted as well as an on-site investigation at the Stockholm office which included several discussions with different managers. The results from the investigation reveal that despite a prolific enthusiasm for knowledge sharing across WSP Sweden, barriers nevertheless manifest in both a preference for the status quo and through employees’ internal communication problems. Consequently, PANs are not readily adopted but instead an approximate quarter of consultants are both aware of PAN and active users. Since employee knowledge is amongst the most valuable assets of a consulting firm, three propositions for future research were formulated concerning the barriers to knowledge sharing.

Knowledge management and the strategy surrounding it has been highlighted as keys for achieving and maintaining competitive advantage, particularly for knowledge-intensive firms. Consulting firms are knowledge-intensive firms that generate revenue solely through offering the knowledge of their consultants, arguably making knowledge management even more crucial in their competitive fields. In some cases, consultants do not collaborate with their consultancy colleagues in their everyday work, but rather meet only in team activities and social contexts, making the sharing and maintaining of knowledge an even tougher challenge. It is thereby of interest to investigate various types of consulting firms to evaluate how they manage knowledge and how important it is. The purpose of this study is to enhance the understanding of knowledge management in consulting firms through analysing the case of a technical consulting firm. The study focused particularly on two dimensions: knowledge sharing activities and knowledge management strategy. Fifteen interviews were conducted, and the data was analysed through thematic analysis supported with models and frameworks from the knowledge management literature. The findings of the study point out that whilst not having stated a clear knowledge management strategy, the firm utilises a personalization strategy with a focus on encouraging knowledge sharing in personal contexts whilst putting less effort into documenting knowledge. Supporting the strategy, the firm houses a helpful and learning culture where seeking support from colleagues is encouraged and teaching your colleagues is part of personal development plans. The consulting teams’ collective meetings were seen as important boosters of knowledge sharing along with structured learning from colleagues, whilst the time constraints from client obligations were mutually deemed the main inhibitor. The suggested improvements for the firm were to first make a clear strategy regarding the knowledge management. Furthermore, an increasedcodification and to document highly demanded, novel knowledge was suggested, as well as simplifying the search for the right competence within the firm when a colleague needed help. Lastly, it was suggested that they look at improving the utilization of senior’s experience to support new recruits and reinforce their competence development.

Today, the current energy situation is particularly difficult for major French energy players. Indeed, they have to face high energy prices - that go up and down -, have to look at renewable energies – by integrating them into their energy mix or into their distribution model - and digitize to manage their customer relations - customers’ behavior has changed and utilities have to adapt to this new behavior. They must respond to these problems while being confronted with the arrival of new entrants to the energy market: multiplication of energy players but also appearance of players in telecommunications, data. To cope with this energy revolution, the great French utilities have no choice but to transform themselves. They must evolve technologically, digitally and also organically, structurally and culturally. The strategy of major historical energy players is therefore completely redesigned in order to give them the possibility of remaining competitive in their market and not losing their place in this revolution. They have to adapt to these new challenges and to transform themselves. Major French energy players, as ENGIE, EDF and RTE, have already started to imagine and implement new strategies to face the current energy challenges.  Operational strategy consulting firms such as Weave are there to assist them in their transformation. The consultants of Weave carry out indeed numerous missions to answer the problems of these companies. Weave is here to help these companies to evolve and transform by giving them accompaniment throughout a good overview of the current energy market and current challenges of the society. Weave helps the major French energy actors to deploy new strategies, from the design of the strategy to its implementation. Indeed, Weave has developed a recognized expertise to accompany its clients in the energy transition and respond to the challenges of development and transformation of their value chain. On the basis of innovative offers, Weave intervenes with general management and dedicated businesses. / Den nuvarande situationen på energimarkanden är en utmaning för många stora franska energiaktörer. Huvudutmaningarna består idag av höga elpriser som går upp och ned på en volatil marknad, en övergång till förnyelsebara energikällor samt en nödvändig och omfattande digitalisering där särkslit kundrelationerna förändras och utvecklas. Nya aktörer från andra branscher etablerar sig på energimarknaden med nya typer av tjänster och detta innebär att befintliga aktörer måste utveckla nya affärsmodeller. Nya preferenser och beteenden hos kunderna ställer även det nya krav. För att klara denna energirevolution, har franska etablerade energibolag inget annat val än att transformera sig. De måste utvecklas teknologiskt, digitalt men också organisatorisk, strukturellt och kulturellt. Stora historiska energiaktörer behöver därför nya strategier för att förbli konkurrenskraftiga på sina marknader och inte förlora marknadsandelar. Stora franska energiaktörer som ENGIE, EUF och RTE har redan påbörjat detta arbete och nya strategier utvecklas för att möta de aktuella utmaningarna på energiområdet. Strategikonsultföretag som Weave finns där för att hjälpa energibranschens aktörer i denna omvandling. Weave har redan genomfört många uppdrag inom detta område och kan med sin breda kompentens och erfarenhet hjälpa dessa företag att utvecklas och förändras via en god översikt av nuvarande energimarknad och aktuella utmaningar i samhället i allmänhet. Weave kan bistå de stora franska energiaktörerna i framtagande av nya strategier inklusive genomförande. Genom långsiktigt arbete har Weave utvecklat sin expertis och är därför väl lämpade att leda sina kunder i energiomställningen och svara på de utmaningar som en utveckling och omvandling av kundernas värdekedjor innebär.