How to Select and Work with a Consultant
by ALLISON L. AUGUR, JR. Manager, Management Advisory Services, Cincinnati Office
Presented before the Cincinnati Chapter of the American Production
and Inventory Control Society, Cincinnati—November 1970
TOPICS ASSOCIATED with the selection and use of consultants are receiv-ing much attention in the literature and discussions of today's business
community. There seems to be no doubt that they are a very real part of the business scene, but unfortunately there is also no doubt that there is a great deal of confusion concerning the most effective ways for a company to utilize the services provided by consultants.
The purpose of this article is to reduce some of this confusion by answering
the following questions:
• What is a consultant?
• What do consultants do and how do they do it?
• When should you use a consultant?
• How should you select a consultant?
• How should you work with a consultant to obtain maximum
WHAT IS A CONSULTANT?
Surprisingly, this is not an easy question to answer. In 1969 the American Institute of Certified Public Accountants issued three statements
on Management Advisory Services (MAS) defining the nature, role, and competence requirements of independent accounting firms in providing consulting services. The statement on the nature of MAS begins:
Management Advisory Services by independent accounting firms can be described as the function of providing professional advisory (consulting)
services, the primary purpose of which is to improve the client's use of its capabilities and resources to achieve the objectives of the organization.
This statement describes the areas, approaches and processes typically
associated with providing the services, but it also recognizes the impracticability of establishing a "list of acceptable areas of service." It