One common complaint many consultants have is that some sections of the client’s team is not able to provide enough time or resources that are critical to the success of the assignment. This happens for a number of reasons, the more serious ones stemming from resistance to an outsider’s involvement in a company’s affairs and absence of the ‘brownie point’ system of work (as the consultant neither appraises or is appraised by anyone in the organization he or she is dissociated from one of the company’s main workforce dynamics). While there could be genuine reasons for delays, it is important that there be enough top-management conviction in the purpose of the consultant’s involvement that ensures minimum hitches in his or her work. Clearly laying down responsibilities and relationships that the consultant will share with the client’s team should take care of this. ...

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