咨询有什么价值？
管理咨询并不是一个历史悠久的行业，但在中美竞争白热化和很多行业国内市场趋于饱和的情况下，越来越多的中国企业开始认可咨询的价值，并愿意引入外部咨询公司帮助企业提高管理能力，助力企业中长期持续发展。一般来说，咨询的价值体现在三个方面：
1. 获取系统的专业知识和成功经验
一个专业的管理咨询公司，一定会有相对成熟、严谨系统的管理方法论，而且对一定领域的企业管理实践有丰富的成功经验。这些知识和经验，对于企业管理体系变革有重要的意义。
通过引入咨询公司，可以快速地引入业界先进的管理方法论和管理工具，提高管理水平。“纸上得来终觉浅，绝知此事要躬行”，咨询顾问在管理变革上的成功经验，可以帮助企业有效地避开很多变革的误区，少走弯路。
2. 通过专业分工，降低管理成本
有一些管理工作，企业内部的人可以通过学习来掌握相关的方法工具，或是直接聘请优秀的管理人员，但这可能需要投入更多的人力、资金和时间，尤其是机会成本损失可能非常大。
咨询公司作为社会专业分工所诞生的角色，可以按需使用，补充企业管理人员的能力和资源缺口，在企业管理能力提升的同时，企业高层管理者可以把更多时间和精力放在业务运营上。
3. 拥有第三方视角和客观、公正的角色定位
有时，外来的和尚好念经，因为“不识庐山真面目，只缘身在此山中”。管理变革通常不仅仅是工具方法的改变，同时也会涉及组织架构的调整，以及责、权、利的重新分配。在涉及这些敏感问题时，顾问客观公正的角色更容易被企业内部各方所接受。借助“外脑”、“外力”的重要性也让越来越多的企业开始意识到内部人员进行管理变革的局限，比如：
思维惯性，习惯成自然，思维定势会影响从新颖客观的角度来评估企业的管理现状。
感情因素，人是感情动物，人的关系会影响变革推动者客观公正的视角，或者因为担心影响人际关系而不敢、不愿客观地指出问题，并设计合理的管理体系。
利益因素，屁股决定脑袋。企业内部人员都是有部门和岗位的，革别人的命已经是很难的事，革自己的命更是难上加难，即便老板亲自推动变革也是如此。另外即使变革者本身是公正的，别人也会戴上有色眼镜来看待变革，从而影响对变革的认同。
咨询顾问作为第三方外部人员，先不谈专业能力，其公正中立的角色定位天然没有这些局限，不用担心老板不喜欢，不必顾虑同事猜忌，可以单纯地仅从是否符合企业利益最大化的角度来考虑问题。而且其相对中立的角色定位，可以科学合理地平衡各方诉求，是企业沟通的桥梁与纽带，以此推动企业内部变革，也更容易被企业内部人员接受。
翻译：
What is the value of counseling?
Management consulting is not an industry with a long history, but in the case of fierce competition between China and the United States and the saturation of the domestic market in many industries, more and more Chinese enterprises are beginning to recognize the value of consulting, and are willing to introduce external consulting firms to help enterprises improve management capabilities and help enterprises sustain long-term development. In general, the value of consulting is reflected in three aspects:
1. Acquire systematic expertise and successful experience
A professional management consulting company must have a relatively mature, rigorous and systematic management methodology, and has rich successful experience in the practice of enterprise management in a certain field. These knowledge and experience are of great significance to the reform of enterprise management system.
Through the introduction of consulting companies, we can quickly introduce the industry’s advanced management methodology and management tools, and improve the management level. “From the paper to the end sense shallow, absolutely know the matter to practice”, consulting consultants in the successful experience of management change, can help enterprises effectively avoid many misunderstandings of change, less detours. China Digital Transformation network www.szhzxw.cn
2. Reduce management costs through professional division of labor
There are some management jobs, people inside the enterprise can learn to master the relevant methods and tools, or directly hire good managers, but this may require more manpower, money and time, especially the opportunity cost loss may be very large.
As a role born of the social division of professional labor, consulting companies can be used as needed to supplement the ability and resource gap of enterprise managers. While the management ability of enterprises is improved, senior managers of enterprises can devote more time and energy to business operations.
3. Have a third party perspective and objective and impartial role positioning
Sometimes, foreign monks like to chant sutras because “they do not know the true face of the mountain, only because they are in the mountain.” Management change usually involves not only the change of tools and methods, but also the adjustment of organizational structure, and the redistribution of responsibility, authority, and benefit. When it comes to these sensitive issues, the consultant’s objective and impartial role is more acceptable to all parties within the company. The importance of “external brain” and “external force” has also made more and more enterprises realize the limitations of internal management changes,
Such as:
Thinking inertia, habit becomes natural, thinking set will affect the assessment of enterprise management status from a novel and objective perspective.
Emotional factors, human beings are emotional animals, human relations will affect the objective and fair perspective of the change promoters. Or because of the fear of affecting interpersonal relations. They dare not and are unwilling to point out the problem objectively and design a reasonable management system. China Digital Transformation network www.szhzxw.cn
The profit factor, the butt determines the head. People inside the company have departments and positions, it is difficult to change the lives of others. And it is even more difficult to change their own lives, even if the boss personally promotes change. In addition, even if the changers themselves are impartial. Others will wear colored glasses to see the change, which will affect the identification of the change.
As a third party external personnel, let alone professional ability. The fair and neutral role positioning naturally does not have these limitations. Do not worry about the boss does not like, do not worry about colleagues suspicion. You can simply consider the problem from the perspective of whether it is in line with the interests of the enterprise to maximize. In addition, its relatively neutral role positioning can balance the demands of all parties scientifically and reasonably. And is a bridge and link for enterprise communication. So as to promote internal changes in enterprises and be more easily accepted by internal personnel. China Digital Transformation network www.szhzxw.cn
