[Big] Universities Turn to [Big] Consultants to Trim Budgets
The New York Times' Tamar Lewin examines how some large institutions are spending big bucks for analyses, by large consulting firms of, campus administrative processes and organization structures. Why should universities hire a consultant and not just start streamlining procurement and information technology?
“Folks who look at the reports will know that procurement is a major area, I.T. is a major area, and reducing the number of organizational layers is a major area, but just because you know procurement’s a problem doesn’t give you the expertise of having handled 930 procurement problems in the last decade,” Mr. Mankins said. “Most doctors don’t do self-diagnosis, and the same reasoning applies in higher education.” Labels: administration, consultants, efficiency, resource and budget planning, restructuring
Working with Consultants: Look Before You Leap
Subtitled, "Needs assessment and careful selection are the keys to a successful consulting relationship," this relatively lengthy University Business article is by Barbara Kaufman: Many higher education institutions rely on external consultants not only for advice but also for help in diagnosing and developing strategies related to common and uncommon challenges in a whole host of areas—such as compensation, leadership development, enrollment, labor relations, strategic planning, technology, capital planning, and succession planning. . . . Ideally, a consultant brings a fresh perspective, best practices from other IHEs, problem-solving skills, and cost-effective ways of managing the college or university’s resources. That description paints a rosy picture. But unless institutional leaders assess their needs clearly and choose consultants wisely, the experience can be an exercise in futility. . . . These caveats and best practices form a strategic approach to the hiring of consultants. The approach begins with recognizing a clear need, problem, or opportunity; carefully selecting a consultant whose experience and style fit the institution and the issue; working proactively with the consultant to create change; and measuring success over time. Being methodical and strategic is far superior to the common hit-or-miss method of rushing into a consulting relationship. It will avoid painful experiences and optimize results.
Labels: consultants, consulting, corporate, vendors
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