I have often heard opinions that the work of a consultant is useless and lacks prestige. Something like, “They show up, give a bunch of advice, and leave, without caring about what happens next.” Such an approach to work has always been unacceptable to me, and now that I myself work as a consultant, I want to briefly describe one type of task I have performed at the request of several CEOs, whose feedback on the results was positive.
With experience in both software development and operational management, I can take an external view of a business and evaluate different aspects of its work. As a result, analyzing existing processes—everything I can get my hands on—has proven to be in demand. (Sometimes this is called an audit, but I prefer the term “analysis” as this term has a less negative connotation.) I begin high-level examination of a company by interviewing its CEO: why they reached out, what they want to achieve, what they are dissatisfied with, and what their key products, departments, and people are. Then I compile a list of individuals and competencies that can provide insight into internal processes. It’s crucial to identify who will be available and as open as possible for discussions. During several interviews, I try to understand what the person’s work entails, what motivates them, how they interact with and perceive their colleagues, and so on. Simultaneously, I ask to join key meetings of managers and leads, simply to listen to how they discuss topics, set agendas, conduct meetings, and follow through on decisions. Of course, I also gather relevant documentation about products and processes for further study.
Naturally, a few weeks of such analysis only provide a general understanding of how a company operates, and certain details may remain uncovered. However, through interactions with a variety of individuals—developers, managers, HR, and others—the most evident patterns and critical issues always emerge. The next step is to determine the causes and what can be done about them.
Based on this “marathon” (as I have a lot of communications within a compact time frame), I prepare an analytical report in which I outline the aspects I observed, clarify any points where I am uncertain, and refine the report to include the following:
- Executive Summary: A brief overview of key findings and recommendations.
- Detailed descriptions of identified areas for improvement: These are divided into sections (depending on the company, examples might include communication, development processes, infrastructure, personnel management, etc.). For each point, I specify how it manifests and its impact, usually prioritizing them based on their risk to the company.
- Optional individual evaluations: If requested by the client, I provide brief assessments of the employees I interacted with. This is an external perspective, but my experience working with people and conducting numerous interviews allows me to identify motivations, strengths, and areas for growth. It’s important to note that I provide the same assessment for the CEO, as much stems from their leadership and approach. An impartial external perspective is often beneficial for a CEO.
- Priority issues and actionable steps: I conclude with a list of the most pressing problems I would tackle first, along with specific steps I recommend taking.
I am always ready to assist the team in implementing these steps. The client decides whether I should dive deeper into the work alongside the team or if the team will attempt to handle it on their own. However, I ensure that these steps are straightforward and understandable. If they don’t work, we can reassess together, learn from the mistakes, and develop new steps. An iterative approach helps achieve results and improve the company’s operations rather than just pointing out, “This isn’t working.”
In addition to this type of work, I take on other tasks as well, but this particular challenge has been interesting to several clients. In some cases, we progressed further with the option of re-engaging me after a few internal iterations of improvement.
For me, this provides an opportunity to observe entirely different industries while understanding that the basic principles of development and management are not all that different. Good practices are applicable in many contexts. I’ve had the privilege of working with excellent teams over the years, and they have taught me a great deal.
