When should the advisory opinion propose an amendment to the Rules of Procedure, and when should a new system be proposed?

If a problem can be solved by changing the responsibilities, working procedures or settings of an existing application, the recommendation provides for the following steps. A new solution is justified by features and benefits that cannot be achieved by available means.

How can the client clearly demonstrate the assumptions and expected benefits of the recommendation?

The recommendation is associated with the client's specific situation, available data and expected operational changes. It shows what assumptions the outcome depends on and which indicators will be checked for benefits. If data is missing, uncertainty is named so that the client can reasonably compare alternatives and allocate resources for implementation.

Who is responsible for implementing the customer change?

This is determined by the order and the client's right of decision. The consultant's recommendation does not in itself confer management powers on him.

Is vacated time immediately considered to have been saved in euros?

It shows capacity. The monetary conclusion must be based on a real cost reduction or reasonable use of capacity.

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Industry digitalisation analysis

Business Consultancy: Digitalization Opportunities

More time for analysis and clearer recommendations to the customer

Digital maturity Typical digital maturity Shows the level of digitalisation companies in this line of business typically operate at. The assessment considers use of core systems, how far processes are digitalised, integrations, data readiness and advanced use of data. A 3 means ordinary, middling maturity. A 5 is given only where real-time data, automated decisions and advanced optimisation are already a routine part of core operations.: medium
Digitalisation potential Digitalisation potential Shows the scale of business impact digitalisation could have in this line of business. It weighs economic leverage, the scope for digital impact, the scale and repetition of processes, value lost today, and the leverage of better data and decisions. A business area’s score is calculated from five weighted dimensions. A sector’s score is derived from the scores of its business areas.: 62/100
Biggest challenge: The client problem and project outcome are formulated too broadly
Biggest opportunity: Less data retrieval, more time for reasonable analysis

Operating model

The consultation project may result in a recommendation or continue in its implementation.The analysis, cooperation and project management measures are selected according to the work that is really being done.

Strategic analysis and recommendations

The consultant analyzes the business situation, compares opportunities and makes a recommendation. The client agrees on which solution the conclusion will be used for and what data it will use.

Process improvement and assistance with the implementation of the changes

The team together with the client plans and tests changes in the organization of work. For each action, a responsible person, term and method of evaluating the result is assigned.

Periodically updated data analysis

The consultant regularly updates the agreed calculations and indicators. Saves data sources and assumptions to the results in order to explain changes.

One-time expert advice

The specialist answers a specific business question or reviews the solution prepared by the client. It is agreed what information the customer provides and what response he expects.

Market context

The consultation project is based on the client's data, employee insights and clearly agreed upon purpose of the decision. It is valuable for the client to be able to compare choices and understand the assumptions of recommendations. The consultant needs to control the scope of the project and pass conclusions in a way that they help organize further actions.

Data preparation for analysisClient information can be split between divisions, so its assembly and revision takes a significant part of the project.
Adaptation of the recommendationThe client must understand the reasons for the conclusion, the most important assumptions and the intended implementation steps.

Workflow and responsibilities

Question

Distinguish between the attribute of the problem, hypothesis, and the preferred measure.

Assignment

Combine result, data and consultant role.

Analysis

Check alternatives, assumptions and conclusion limits.

Client decision

Explain the choice and resources required.

The agreed continuation

Pass the conclusion or conduct the test and result check, if provided.

Digital maturity scale

Separate records and manual work

Information is mainly held in separate files or notes. Employees pass it on and reconcile it manually.

Organised data within individual teams

Teams record their work consistently, but sharing information with colleagues still requires considerable manual checking.

Partially integrated systems

Core work is managed in systems. Some information is transferred automatically, but repeated data entry remains.

Coordinated systems and teams

Systems deliver the required data on time. Employees can see unfinished work and know who is responsible for resolving discrepancies.

Continuous measurement and improvement

The team checks data quality, evaluates results and uses them to improve operations. Automation is applied where its value can be demonstrated.

Executive conclusion

The team needs to understand the client's question, compare alternatives and explain the recommendation. The work and results of the selected initiative are then evaluated against separately agreed criteria.

Common digitalisation challenges

The client problem and project outcome are formulated too broadly

Critical

The need, desired change, assumptions, decision limits, and success criteria are collected through interviews, suggestions, and different documents.

Consequences: The project begins to address too many issues, and the client and team have a different understanding of what needs to be achieved.

Diagnostic methodologies are applied unevenly

Critical

Questionnaires, interviews, rating scales, calculations and the logic of findings depend on a specific consultant or project.

Consequences: It is difficult to compare customers, ensure quality and reuse knowledge from previous projects.

Analysis assumptions, data versions, and rationale for findings are difficult to trace

Critical

Calculations and scenarios are created in different tables, and in the final slides it is not always clear what data and assumptions have been used.

Consequences: It is difficult for the client to verify the conclusion, and when the data changes, the analysis has to be restored manually.

Client data and document collection managed in a fragmented manner

High

Data lists, files, questions, interviews, accesses and their versions travel via email, shared directories and tables.

Consequences: Analysis is delayed, different versions of the data are used, and consultants spend a lot of time coordinating.

Client comments and solutions split between meetings and channels

High

Questions, alternatives chosen, risk tolerance and endorsements are not always linked to a specific recommendation or project stage.

Consequences: The work is repeated, decisions are postponed, and the direction of the project changes without a clear history.

Implementation of the recommendations is separated from the consultative project

High

Final initiatives, responsible individuals, dependencies, terms and KPIs are passed on in a presentation or table without a continuous process.

Consequences: Some of the recommendations are not implemented, and the consultant cannot show real business impact.

Research and knowledge of previous projects are repeated from the beginning

Medium

Market data, interview insights, methodologies, analysis models and previous recommendations are stored in presentations and employee memory.

Consequences: Consultants repeat the work already done, and new employees have long absorbed the experience of the organization.

Project scope and profitability become clear too late

Medium

Contract volume, additional research, interviews, iterations of analysis, consultants time, external data and accounts are not linked.

Consequences: Unpaid work accumulates, the team is rebooted, and margin problems become apparent at the end of the project.

The use of IoT is not integrated into the managed consulting process

Medium

Consultants use different tools for client documents, analysis and presentations without uniform sources, confidentiality, assumptions and verification rules.

Consequences: The risk of data leaks, unsubstantiated conclusions and equally sound but weakly applied recommendations is increasing.

Opportunities

Opportunities to improve operations

Consulting analysis and scenario modelling toolMedium impactThe consultant compares the client's operating alternatives, costs and potential results. The saved assumptions and calculations help explain the recommendation and update it when data changes.Data and calculations saved to the recommendation help to answer customer's questions more quickly and update the analysis.

Client initiative and change implementation management systemMedium impactThe approved initiative is linked to the responsible executor and real resources.The number of jobs without a follow-up is decreasing, and the result is checked against a pre-arranged baseline situation and indicator.

Consulting engagement and client collaboration portalMedium impactThe data request specifies the required content, period and purpose.There is a decrease in unclear re-asks, and the client and consultant maintain a general understanding of what the outcome includes in the order.

Consulting knowledge base with AI searchMedium impactA description of the method gives the conditions for its application and a verified source.The consultant finds a suitable basis more quickly and repeats the work less often because of a sample whose circumstances are not suitable for the new client.

Consulting project budget and scope control systemMedium impactThe final cost forecast is based on specific unfinished works.A manager can discuss the economics of a project in time and make a decision on additional volume instead of deciding from the portion of the budget that has been spent.

Biggest opportunity

Less data retrieval, more time for reasonable analysis

The team finds the client's material, calculations and concerted work in one project environment. Changing the premise allows for updates to related analysis and a clear explanation to the client of why the recommendation changes.

Less re-collection of information
Faster analysis update
A clearer combination of project work and cost
The client can compare alternatives and understand the basis of the recommendation made

Business impact assessment

Potential operational benefitsTraceable calculations, client decisions and result checks allow for a clearer assessment of the benefits of the consultation.
Why the problem mattersUnsaved assumption or unmatched scope of work makes application of the recommendation more difficult and reduces the project margin.
Implementation dependenciesComplexity is determined by differences in customer data, application limits of methods, and responsibility for implementation.
Counseling helps the client make a decisionThe agreed scope, explained alternatives and verifiable assumptions help to adapt the result of the consultation. It is assessed whether there is sufficient basis for action for the client and whether the intended result has been achieved after implementation.

Sprendimai

How to solve these problems

Solution directions linked to specific business area problems they address.

Problem

Diagnostic methodologies are applied unevenly

It is difficult to compare customers, ensure quality and reuse knowledge from previous projects.

Solution direction

Consulting analysis and scenario modelling tool

The consultant compares the client's operating alternatives, costs and potential results. The saved assumptions and calculations help explain the recommendation and update it when data changes.

Problem

Analysis assumptions, data versions, and rationale for findings are difficult to trace

It is difficult for the client to verify the conclusion, and when the data changes, the analysis has to be restored manually.

Solution direction

Consulting analysis and scenario modelling tool

The consultant compares the client's operating alternatives, costs and potential results. The saved assumptions and calculations help explain the recommendation and update it when data changes.

Problem

Client data and document collection managed in a fragmented manner

Analysis is delayed, different versions of the data are used, and consultants spend a lot of time coordinating.

Solution direction

Consulting engagement and client collaboration portal

The client and consultant combine project work, exchange data, and review the result. Additional requests are saved to the agreement to make it clear if the scope of the project changes.

Problem

Client comments and solutions split between meetings and channels

The work is repeated, decisions are postponed, and the direction of the project changes without a clear history.

Solution direction

Consulting engagement and client collaboration portal

The client and consultant combine project work, exchange data, and review the result. Additional requests are saved to the agreement to make it clear if the scope of the project changes.

Problem

The client problem and project outcome are formulated too broadly

The project begins to address too many issues, and the client and team have a different understanding of what needs to be achieved.

Solution direction

Consulting engagement and client collaboration portal

The client and consultant combine project work, exchange data, and review the result. Additional requests are saved to the agreement to make it clear if the scope of the project changes.

Problem

Project scope and profitability become clear too late

Unpaid work accumulates, the team is rebooted, and margin problems become apparent at the end of the project.

Solution direction

Consulting project budget and scope control system

The project manager sees consulting costs, remaining work and customer changes. The additional order is separated from its error correction to make the price matching reasonable.

Criteria for assessing the investment

Investment justified

The consultants, together with the client, coordinate the implementation of the agreed changes.
The scope of the work changes during the consultation, but additional work is not always timely compatible with the client.
Customer data requests, submitted documents and comments become lost between emails.
The team is looking for material from previous methodologies and similar projects in multiple repositories.
The client's question has to be answered by searching for several spreadsheets and previous versions of them.

Implementation requirements

The scope of consultation decisions is based on an agreed-upon recommendation, analysis or implementation service.The reproducibility of the findings and the powers of the client deciders must be clear before the work is delegated to execution.

Strategic Diagnosis and Recommendation

Identify the issue of decision, available evidence and criteria for making a recommendation.

Process improvement with implementation escort

Combine process change responsibilities, baseline status, and methodology for measuring results.

Repeated data-based analysis

Link data sources, formulas and assumptions to revised findings.

One-time expert advice

Describe the boundaries of the question, sufficient basis for the answer, and the transfer to the customer.

Key implementation requirements

Order and conclusion of analysis

The qualification sets the issue to be addressed and the limits of the assignment. The analysis environment verifies the hypotheses of a particular job; its conclusion is not an automatic permission to carry out a change.

Cooperation and Implementation

The collaboration channel transmits data and client solutions. The implementation workflow is only required when it is agreed to manage the real actions and result.

Method and client-specific calculation

The knowledge base oversees the reused method and its application limits. The client's project documents preserve specific calculations, data and assumptions applied.

Consultant Economics and Customer Benefits

The consultant's project margin and the benefits of customer change have different sources and people in charge. Saving hours is not a monetary expense in itself, which is gone.

Operational performance indicators

Time for the consultation to gather the data supporting the conclusionworking minutes

Check the chain of data, method and assumptions.

Dispute over the original scope of the entrustmentnumber of cases

Separating an uncertain promise from a reasonable new question.

Timely verification of the initiative%

Apply only to changes implemented and include a negative test result.

Part of negative feedback on the progress of the consultation project%

When a company starts collecting reviews, negative feedback about the progress of the consultation project is counted from all evaluations received on the topic. The same method of evaluation applies before and after installation and similar customer groups are compared. Without initial data, the actual change is not determined.

Part of negative feedback on the applicability of analysis findings%

When a company starts collecting feedback, negative reviews about the applicability of analysis findings are calculated from all evaluations received on the topic. The same method of evaluation is applied before and after installation and similar customer groups are compared. Without initial data, the actual change is not determined.

Key risks

Uniform method turns into uniform answerThe client cause is replaced by the template of the previous project.How to manage Check specific facts and conditions of application of the method.
A completed task is called a financial benefitThe initial situation is underestimated and the savings are duplicated.How to manage Distinguish between performance, process impact and monetary outcome.

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Business Consultancy: Digitalization Opportunities

Operating model

Strategic analysis and recommendations

Process improvement and assistance with the implementation of the changes

Periodically updated data analysis

One-time expert advice

Market context

Workflow and responsibilities

Question

Assignment

Analysis

Client decision

The agreed continuation

Digital maturity scale

Separate records and manual work

Organised data within individual teams

Partially integrated systems

Coordinated systems and teams

Continuous measurement and improvement

Executive conclusion

Related digitalisation topics

Common digitalisation challenges

The client problem and project outcome are formulated too broadly

Diagnostic methodologies are applied unevenly

Analysis assumptions, data versions, and rationale for findings are difficult to trace

Client data and document collection managed in a fragmented manner

Client comments and solutions split between meetings and channels

Implementation of the recommendations is separated from the consultative project

Research and knowledge of previous projects are repeated from the beginning

Project scope and profitability become clear too late

The use of IoT is not integrated into the managed consulting process

Opportunities to improve operations

Less data retrieval, more time for reasonable analysis

Business impact assessment

How to solve these problems

Recommended solutions

Consulting analysis and scenario modelling tool

Consulting engagement and client collaboration portal

Consulting project budget and scope control system

Client initiative and change implementation management system

Consulting knowledge base with AI search

Criteria for assessing the investment

Implementation requirements

Strategic Diagnosis and Recommendation

Process improvement with implementation escort

Repeated data-based analysis

One-time expert advice

Key implementation requirements

Order and conclusion of analysis

Cooperation and Implementation

Method and client-specific calculation

Consultant Economics and Customer Benefits

Operational performance indicators

Key risks

Innovation and practical applications

The interactive model of the consultation scenario

Interview topic search with links to entries

Frequently asked questions

When should the advisory opinion propose an amendment to the Rules of Procedure, and when should a new system be proposed?

How can the client clearly demonstrate the assumptions and expected benefits of the recommendation?

Who is responsible for implementing the customer change?

Is vacated time immediately considered to have been saved in euros?

Discuss the progress of your professional service