67
ÍÅÄÂÈÆÈÌÎÑÒÜ, ÁÈÇÍÅÑ, ÈÍÂÅÑÒÈÖÈÈ
by
RUSSIAN EMIRATES
would recommend this.
Here iswhere the questionof trust
becomes an issue: sensitive informationhas
tobe disclosed to such consultant while there
is always a risk of himdisseminating it to the
competitors or other parties. This fear is not
unreasonable though thewhole thing is not
that risky. No reasonable consultant would risk
his reputation at this price because the clients
will findout andwhen the consultant loses
trust he loses his earnings. Any professional
consultant operates on confidentiality principle.
Winning andmaintaining trust is one of the
mainprinciples of consultants’ unwritten code
– and any dishonest actions lead tobankruptcy
anyway.
Main changes on consultingmarket in
Ukraine are occurring in the relationships
between customers andperformers. First of
all, today, customerswant consulting results
tobe linked toparticularmeasurable results.
It is not always an easy thing todobecause
there are a number of factors impacting the
end result. That iswhy consultants begin to
use approaches andmethods allowing them to
achieve andmanage such results and factors.
Secondly, a large number of companies
already having their own experience of
using the consulting services are interested
in implementing the specificmanagement
tools like budgeting, etc. This represents their
ideal results. Consultants act as coaches here
– helping the customers tomaster their work
better.
Even if there is a general understanding
between amanager and a consultant, any
actual attempts to reorganizemanagement
structure “within agreed limits”may encounter
strong inner resistance on all levels. Until the
system finds a topmanager (project supervisor)
whobecomes excitedwith the idea ofmaking a
difference, it is next to impossible toovercome
such resistance.
Today, highly professional and trustworthy
managers are present onUkraine’smarket
andone can risk inviting them tomanage
his business. However, it is better to train a
goodmanager within the organization and
suchprocess takes at least 5 years. Although
sometimes it is psychologically difficult to
entrust one’s business even to awell-trained
topmanager. The thing is thatmanagers often
have their own ideas of what is “right”, even
though “right” is a situational concept. There
is a lawgoverning the development of any
organization and there are several paths that
lead to the same result. That iswhy if your hired
manager sees away of achieving such results –
get out of hisway. However, this doesn’tmean
that owners shouldormay forget about their
business. Actual business transfer is associated
with ascent of the owner to a new stage and
with amore defined separationof strategic
and tactical management functions. It is better
