The Consultant Selected For Supporting The Implementation Of The Software Does
Not Have Personnel in Some Company Locations
Many consulting firms make promises about their
international presence. However, what this means sometimes is that when they get
business in some country where they really don’t operate, they subcontract out
to some local firm. These individuals may not be connected at all with the
consulting firm. All of the problems mentioned in Chapter 8 come to the foreground.
Impact
The consulting firm either fills in with local people or
flies in expensive outside consultants. In both cases, you lose. The costs will
be higher. There will be a steep learning curve that wasn’t planned. The work
may not be of consistent quality.
Prevention
The best method of
preventing this problem is to follow the guidelines of Chapter 8 and find out what
capabilities they have in each country. In addition, ascertain how they manage
multiple locations and people being spread among multiple clients.
Action
You have to track the initial work that a consultant does in
a country very carefully. You seek to build up a pattern of behavior between the
local office and the consultants working there. Then you have to monitor the
consulting firm to see whom they are sending into your offices.
Sections
Syndication
