CoS, Cabinets, free… Who should the CEO call on?
Consulting firm, Chief of Staff consultant, part-time or permanent contract, freelance experts...
The CEO or Executive Committee must decide "who, for what, when"?
We often hear from CEOs, HR directors, and investment funds who feel a need but have often been disappointed by the format of support provided by service providers.
We often hear:
“Extremely expensive!”, “No ROI”, “They just summarized what we already knew in a nice PowerPoint presentation”, “Lots of advice, but in the end, we were the ones who had to do the work”, “They left us in a mess”...
In short, there is mistrust towards consulting firms!
Like all purchases, it can be bought! There are rules and best practices.
As with any sector, you need to know a little bit about it to find your way around.
Like any deal, it needs to be monitored and managed.
As in any relationship, there are rights and responsibilities on both sides. We always see the same thing at Pakomdab.
Most major disappointments stem from a poorly identified need for which the company has selected an unsuitable solution.
We often tell our clients that the Chief of Staff role pays for itself very often simply through the ROI generated on a company's "service provider" line. And this happens from the very first year:
Either because it can often effectively replace a consulting firm.
Either because he will be managing one or two freelancers versus a large firm.
Or simply because he will select, challenge, and monitor the provision of a service.
All these options depend on the situation, whether or not there is a Chief of Staff on staff, and, of course, the size of the company.
Our summary in a summary matrix
If I am the CEO or C-level executive of an SME:
If I am the CEO or C-level executive of a mid-sized company:
If I am the CEO or C-LEVEL of a large group:
With a different approach for startups depending on their fundraising:
