Consultants fill in to help us in the areas of redefining IT architecture or business process improvement or recommending solutions for various business issues or as implementation partners, software developers, security consultants, etc. These consultants play a stellar part in our quest for success and therefore they have to be used well.

Having been a consultant myself, I have seen the story from the other side. I often completed assignments successfully and got sign off from the client, but when I used to visit them later I would find my report lying in a shelf, gathering dust. Though unhappy with the situation, I did learn a lesson: the consultants are not always at fault; a lot depends on the customer organization and its resolve to get the best out of the consultant. So when I got into a CIO role, I decided to practice what I preached. So let me put down a few factors that I learnt were important:

• Selection: It is very important to have the right person/ organization to help us in our endeavor to succeed in our objectives. The evaluation process must be adequate to assess the relative strengths and capabilities and important stake-holders in the organization should be involved in the decision making. In some cases the procurement department gets into the picture and influences selection based on the ‘lowest cost’ parameter. This is where many organizations go wrong.

• Proper brief to the consultant: The start is of a great significance. Right at the beginning we must give a complete background of the assignment, the stated objectives, expectations, and get the key people in the organization involved in the project. This sets the consultant on the right path and his work proceeds towards the objectives as defined. Consultant’s understanding of the organization and its people gets a firmer footing and he understands the underlying forces that he may have to steer clear of.

• Working with the consultant: There is always a tendency to leave the work to the consultant and expect him to deliver. This, at times, can boomerang back at us. It is therefore advisable to interact with the consultant at regular intervals, both formally and informally. This helps in two ways, one that it motivates him since it conveys that we are serious about the work and secondly it helps us correct him in case he has gone off the track.

• Regular monitoring: It is important to have a proper monitoring or review mechanism. It is ultimately our responsibility and therefore we need to keep a track of the progress and take suitable measures in case of a slip up. The matter can either be taken up sternly with the consultant or escalated within the organization for addressing it.

• Read their final report, whet out and seek resolutions: Often times the report submitted by the consultant is faithfully received and distributed to the people concerned. Since the project gets over, it is business as usual and everyone forgets about the report and its findings. As we say proverbially, ‘the report gathers dust’. This, in my opinion, is criminal. We must take responsibility to see that the findings are implemented and report the matter to the higher-ups if action is ignored.

• Take responsibility: In the ultimate analysis, it is the responsibility that we demonstrate which carries us through. It is easy to lead the normal life of a commoner and lament for the sad state of affairs. But it’s a difficult task to take lead in getting the work through and stamp the imprint of success. It is good to be different even if we have to take a difficult path.