| Holistic Approach to consulting | | | | Most engagemeents are driven by a set of |
| What is holistic approach? | | | | defined objectives to be achieved, the scope of |
| Organisations engage consultants to assist them in | | | | the task to be performed and the associated |
| coming up with objective solutions, to their | | | | Terms of reference, defined by the management |
| sporadic problems, of a non repetitive nature. | | | | and also to enable administer the contract. It is |
| Consultants have the advantage of being an | | | | generally observed that the problem definition is |
| outsider and hence disinterested in the outcome | | | | driven by the managementâs need to |
| of their involvement, in arriving at the problem | | | | address the most pressing problem confronting |
| solution. Real life organisational problems are not | | | | them and their own perception of the issue, |
| woven around well cut academic disciplines but | | | | based on what is visible and what they believe |
| may overlap several disciplines that may have to | | | | could be the solution. Organisational problems are |
| be judiciously applied. Consultants follow certain | | | | never uni-dimensional, but are on account of a set |
| formal methodologies which have the power of | | | | of multi dimensional factors that interplay with |
| rigour and tested methods, and therefore can | | | | each other. Therefore the need for examining the |
| foresee problems before they occur, and hence | | | | stated problem from a multi dimensional |
| have the power to preempt undesirable / | | | | perspective is paramount. |
| unintended outcomes. | | | | |