IMCI_Delhi-44th_ABCeMag-310111.161211001

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Dear Readers,
Greetings!
Gandhiji said, “We must become the
change we want to see.”
Lets resolve to work with
Impeccable Professionalism…
Mutually Clear Terms of Reference…
Code of Ethics…
Inspiring other Professionals…
We owe this to !ncredible India…
Cheers,
Rajiv Khurana,
CMC, FIMC
January
16-31, 2011
Join ‘IMCI DELHI’ on
Editor
in this issue…
Benefits of using freelance
consultants
2-4
Retired executive with an old briefcase 5-6
Tips for Consultants 7-8
About IMCI & Code of Ethics 9
Certified Management Consultant TM
T he int ernat ion al cred ent i als of a
professional management consultant,
reciprocally recognised by global members
of the International Council Of Management
C o n s u l t i n g I n s t i t u t e s [ I C M C I ]
Misc. 10

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
What are the benefits of using a Freelance Consultant /
Trainer for your next project?
Companies are often wary of employing freelance trainers
when setting up a new project or contemplating a 'roll out'
operation or ‘change’ scenario. There are however distinct
advantages to using freelance as against permanent
resources, and some of these are outlined as follows.
1. Financial
Although the initial costs (hourly/daily rate) of freelance
trainers may seem expensive, this has to be set against
the fact that there are no costs of in house benefit
packages, no pensions commitment, no payment for
holidays or sick time etc.
Also, the cost is fixed, purely for the term of the contract,
and can be budgeted into the overall project. Once the
project (and contract) are completed, there are no
ongoing employment costs or costs of redundancy etc.
2. Skills
Often a client does not have the requisite expert skills in
house that are required to produce training quickly and
effectively for a new project or roll out. It is often more
cost effective to employ a freelancer who has these skills,
than waiting for existing employees to gain sufficient
depth of knowledge and expertise.
January
16-31, 2011
2/10
Alag Tewar,
Alag Flavour
However, as part of the freelance contract, the client
should arrange that the freelancer transfer those skills
required to permanent employees for ongoing
maintenance of the project after the contract has finished.
3. Focus on the project
Permanent employees often have their own personal
priorities. They are concerned with day to day 'office
politics', enhancing their career and promotion prospects
etc. Combine this with time spent on company activities,
such as meetings etc. and in most companies the actual
applied working time of the average employee is only
about 50% of their time at work.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Freelance workers have no interest in company
politics, career chasing, internal meetings etc. and
tend to focus 100% on the project they are working
on. The freelancer has a fixed deadline, i.e. the end
date of the contract and will normally always ensure
that the work is completed to the project milestones.
4. Commitment
A freelancer is only as good as their last project.
They tend to gain employment mostly by referral and
it is in their interest therefore, to always do as good a
job as possible on each project. There is no
advantage to the freelancer in spinning out the
project unnecessarily, as this would reflect on future
opportunities.
This means that you tend to get 100% commitment
throughout the project, as a freelancer will tend to
avoid all distractions and try to complete the project
ahead of milestones where possible. After all, there
is normally no 'overtime' pay for the freelancer and
therefore no advantage in making the work last any
longer than necessary.
January
16-31, 2011
3/10
5. Project planning
Normally, a freelancer will commit to a project
without provision for vacations or other time off. This
makes it easier when setting up project plans and
milestones, as the potential of employees requesting
time off does not have to be factored into the project
plans.
6. Desire to work
The freelancer does not have the comfort zone of
permanent employment and is hungry to work.
Their motivation is normally extremely high and does
not require any external stimulation, as is often the
case with long-term permanent employees.
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
7. Up to Date Skills/Qualifications
The freelance trainer has to compete in a constantly changing marketplace
for contracts of varying requirements. For this reason they tend to constantly
update their skills and certifications to attract work from customers. You will
often find that freelance trainers have one or more of the following
qualifications – IITT, CIPD, ITOL, ISMA or ECDL as well as accreditations
from relevant vendors, and they are constantly updating them in order to
secure contracts. This gives you recognised quality that you have not had to
finance.
8. Work force motivational factors
Using an external expert consultant can demonstrate to your work force that
the company is committed to adding value to their personal
development. Using internal staff does not always create the same feeling
that the company is willing to spend to increase employee skills.
Using an external consultant can provide more freedom of expression and
opinion by delegates during the training sessions. Your delegates will feel
less constrained by internal company politics and restrictions when
discussing things with an external consultant, who they do not perceive as
part of the ‘company machine’. This can lead to much more open discussion
and participation by delegates, which can greatly enhance the effectiveness
of the training.
January
16-31, 2011
4/10
Alag Tewar,
Alag Flavour
9. Wide ranging experience and fresh ideas
Invariably freelance consultants, by the very nature of their work, will have
worked across a wide and varied cross section of industries and
organisations, in both the private and public sectors. They can provide
valuable ‘real world’ experience and ideas that your staff may not have
knowledge of, due to having to focus on their normal day-to-day occupations.
This can be invaluable during times of change and can promote a sense of
‘thinking outside of the box’ by delegates and staff that they have contact
with.
Summary
So, if you are considering a new project, roll out or change scenario, think
carefully about how it will be resourced. In many cases, you will find the best
solution is to use freelance resources to complement your existing workforce.
Acknowledgements
Adapted from an original article by John Roberts, Director of JayrConsulting Ltd.
(www.jayrconsulting.co.uk ) .This article may be freely reproduced / modified and
used in any way, providing this acknowledgement is left in its entirety.

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
January
16-31, 2011
5/10
The Retired
Executive
with an Old
Briefcase
T Ramaswamy
CMC
MBA from IIMA,
Certified
Management
Consultant with
35 years'
consulting
experience in
value based
management.
In these days of plethora of gurus in every
field of human activity we also witness human
beings spending their post retirement era in
the company of a torn brief case. They claim
to have spent years as executives of
organizations which in reality are only a
collection of ineffectual individuals. These
gentlemen parade their obsolete knowledge
which they consider as experience, calling
themselves as consultants. If you ask what is
their field of specialization the answer will not
be easily forthcoming. Most of them will take
shelter on some pretext or other. Some will
express an urgent pressure to visit the rest
rooms, some others to catch a train or bus
and many others pretend to be very busy. The
expression consultant, to them, is a cover for
their shallow, superficial knowledge which is
not of use except as a means of engaging
others in bluff loaded conversation.
The victim of such consultants will be called
upon to book passages and hotel
accommodation at the client's expense and
provide them with all information which they
may even use by making a thundering
presentation. The innocent among them die a
natural death for they speak the truth about
their limitations to do anything professional
except typing a few letters or talking to some
one for favors. The enterprising among them
make a thundering speech and impression
which will make the listener daze and faint. In
fact they play the role as fixers for getting
things done. This ranges from services for
obtaining big contracts to get licenses and
permits which normally is difficult for ordinary
straight thinking men. They master the special
round about maze of routes through which the
papers travel and the bottlenecks manifest.
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
January
16-31, 2011
6/10
They do overcome the bottlenecks by
the strength and weight of the briefcase
which often takes the size of a suitcase,
and which has witnessed many a cash
transaction. The frequency and intensity
of use of this has caused wear and tear
giving it the appearance of a torn brief
case. They are in great demand and
against them; professionals with mere
skill and knowledge are total failures.
They live lavishly and acquire assets and
parade them. Some of them have
several vehicles at their command, with
fancy numbers and they manage to see
that no questions are asked by revenue
authorities or any one worth the name in
the official hierarchy, about the source of
their income. They are result oriented
and these achievers always talk in terms
of millions of currency units .These
currency consultants are much sought
after for pushing projects from the
underground to the foreground. All that
they have is the torn brief case which
serves as a good carrier of currency
bundles. May they be blessed for they
bring blessings to many?
Alag Tewar,
Alag Flavour
*Personal views of the Author only

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
I like to do a thorough review on my client
companies and their markets to see what trends
are likely to affect operations. However, it seems
the press has become so partisan, there are few
places other than paid research to get a sense of
what emerging factors are relevant to my clients.
Whether or not you believe that news is increasingly
partisan, it is true that news is an expensive business
and deep investigative journalism, especially for local
coverage, is becoming rare. It does seem that it takes
more work on your part to develop a thorough picture
of a company, market or industry. However, it is not
impossible if you develop (and constantly refine) a
process to structure information searches.
We seem to forget, in the age of Google and Deep
Web search, that there are people who really know
how to structure and execute information search. The
right combination of library science, technology savvy,
and access to a broad range of online and print
resources is a tremendous asset in your knowledge
search. Most of us would do well to take advantage of
larger municipal, university or corporate libraries and
staff. Work through a colleague, local professor or ask
your client to gain access. Don't assume the browser
on your computer is equivalent to the skills and tools
available to someone who manages information for a
living.
January
16-31, 2011
7/10
Tip: Don't forget that there are some serious news
sources that really have a unique eye on current
events. A source like the Pulitzer winning ProPublica,
an investigative news organization run by the former
managing editor of the Wall Street Journal, is one of a
few notable independent and high-quality news
sources.
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
January
16-31, 2011
8/10
Despite the possibility of offering more consulting
services, for some clients we have done all we can
and it is time to end the relationship. Any tips on
how best to do this?
Above all, make the exit a well managed one. Just
reaching the end of the current task, submitting a final
invoice and saying your good-byes is not enough.
Three areas are worth attending to:
-Fulfill and document all work commitments to assure
your reputation for integrity remains intact. Make sure
the client has the data and tools to fully implement your
-Conduct an orderly "social" exit, in which you spend
enough time with key client staff to make sure they
understand and can implement your work products and
processes.
-Explain the terms under which they can contact you for
additional assistance and the basis for your departure.
Make a plan to connect with those individuals from
client staff who have moved on and the terms of how
they may use your services in the future. Specifically, it
is likely that when they left the employ of your client,
you were precluded from working with them in their new
jobs. You may be obligated under contract with the
client you are about to leave to limits on how you may
contact them and/or work with them. These terms may
change with your departure so you should be prepared
to reengage with them as appropriate.
Tip: Spend plenty of time with your primary client
sponsor leading up to your departure. To smooth the
transition, especially for clients you have served for
several years, talk about what services you will no
longer be providing and how (if needed) those skills
and services will be replaced by client staff or other
service providers. Make sure they are fully aware of all
the value you have provided. Finally, express your
gratitude for the opportunity to provide services during
your tenure.
Alag Tewar,
Alag Flavour

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
January
16-31, 2011
9/10
Alag Tewar,
Alag Flavour
ICMCI
The International Council of
Management Consulting Institutes
is the global association of national
management consulting institutes
from around the world. These
national institutes administer, in
accordance with world class
standards, the international "CMC"
certification Certified Management
Consultant earned by individual
professional management
consultants.
More details: icmci.org
IMCI
The Institute of Management Consultants
of India (IMCI) is the apex body of
management consulting professionals,
being the only registered institute of
established management consultancy
firms and practicing individuals in the
country.
Constituted in 1991, IMCI was formerly
known as the Management Consultants’
Association of India (MCAI), which was
founded in 1963.
In 1989, IMCI became the first Asian
organisation to be accepted for
membership of the International Council
of Management Consulting Institutes
(ICMCI), the global apex body of
Management Consulting Institutes. ICMCI
has 46 member countries in the world.
The Executive Secretariat of IMCI is
located in Mumbai. The Institute has
regional Chapters in Ahmedabad,
Bangalore, Calcutta, Chennai (Madras),
Delhi, Hyderabad, Mumbai (Bombay) and
Pune.
CMC Designation
IMCI endeavors to raise the standards of
management consulting by awarding
Certified Management Consultant (CMC)
designation to individual members who
have passed a qualifying examination
and have met the profession’s standards
of competence and ethics. The CMC
designation implies international
recognition to worldwide standards.
Code of
Professional
Conduct for
IMCI members
Minimum Guidelines
Confidentiality
A member will treat client information as
confidential and will not take personal advantage
of privileged information gathered during an
assignment, or enable others to do so.
Unrealistic Expectations
A member will refrain from encouraging unrealistic
expectations or promising clients that benefits are
certain from specific consulting services.
Commissions / Financial Interests
A member will neither accept commissions,
remuneration or other benefits from a third party
in connection with recommendations to a client
without the client’s knowledge and consent, nor
fail to disclose any financial interest in goods or
services which form part of such
recommendations.
Assignments
A member will only accept assignments for which
the member has the skill and knowledge to
perform.
Conflicting Assignments
A member will avoid acting simultaneously (in
potentially conflicting situations) without
informing all parties in advance that this is
intended.
Conferring with Clients
A member will ensure that before accepting any
engagement, a mutual understanding of the
objectives, scope, work plan and fee arrangements
is established and any personal, financial or other
interests which might influence the conduct of the
work are disclosed.
Recruiting
A member will refrain from inviting an employee of
a client to consider alternate employment without
prior discussion with the client.
Approach
A member will maintain a fully professional
approach in all dealings with clients, the general
public and fellow members.
Code of Professional Conduct

de-limiting excellence
Institute of
Management
Consultants of
India,
Delhi
Visit
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Imagine
January
16-31, 2011
10/10
Alag Tewar,
Alag Flavour
A Client has recommended
your name to speak at an
overseas conference.
What does it take?
Patron:
Dr. M.B.Athreya
Mentors:
Dr. S.R.Mohnot
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Dr. Sunil Abrol
Past Chairmen:
Mr. Ashok Kumar
Mr. Ramesh Tyagi
Chairman
Rajiv Khurana
Dy. Chairman
Sumit Chaudhuri
Hon. Secretary
Vijay Nagrani
Hon. Treasurer
M S Sridhar
Executive Members
S A Khader
Anand Chhabra
Regional Rep.
S A Khader
We await your
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