Dear Source:
I too have been a management consultant, for almost thirty years. Most people don't understand what that means. I take an objective look at things, and analyze them: so my first part of the job is to understand the situation (not necessarily a problem) and evaluate what changes would be likely to have what effects, and then to select and present the ones that are probably going to be implemented in such a way as to have the results I have tried to predict. The word probably is key. All the good advice in the world will not fix anything unless those involved share an understanding of what is to be accomplished, agree that it should be done, and are taught or trained the right way to do it. So I would add to money, proper planning/design and education/training.
Failures occur when the goals and objectives and purposes of a system, product or whatever are not clear to those involved. People generally do what they are told. If what they are told is maximize profits, they may not pay too much attention to unhappy customers in search of customer service because they do not make the connection that they will lose those customers, unless they are captives of a necessary organization such as WAPA or VItelco.
Another major component of "why things don't work" is that there is an immense amount of resistance to change. People are afraid that they won't do/design/produce the new thing correctly, because they have not been properly taught with adequate feedback. They need to feel that they have in fact gained a complete enough grasp of what's needed to feel the self-confidence that comes from a sense of competence in order to make things work.
Carol LeKashman
St. Thomas
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