Discussing three models of client: consultant collaboration for effective training interventions -- a case study approach

This article aims to draw parallels between literature discussing the benefits of management consultancy and three different role types adopted by consultants to provide an effective training intervention.

Using three case studies, it highlights the way each consulting model has been enacted by 20|20 to support its clients, all of whom are multinational businesses who invest a significant proportion of their annual budgets on industrial training.

The relationship between a consultant training provider and client is critical to the success of any training intervention. Linked to this is an appreciation of the cultural differences to be found within any single client organisation. For some organisations, this difference begins with the way training itself is defined, and even whether it is a part of the wider organisational identity and communications vocabulary.

As this article illustrates, the provision of industrial training is so much more than the ostensibly “tickbox” exercise of simply imparting functional knowledge through a standard set of courseware. Successful training interventions require a cultural approach to be taken in order to achieve their full potential.