You don't just have to present yourself as the 'expert consultant' - it's often better if you don't. Make a deliberate decision to be a different type of consultant. Here are five options to explore.
Good categorization of something that tends to be slippery for both consultants and their clients: I always kinda defined and saw myself as a process consultant, but in the client's eyes there are oftenn overlaps between that and expert or management consulting.
I also agree on the pros/cons of being a process consultant, and that's why sometimes being seen as an expert consultant first might be a foot-in-the-door strategy, at least in terms of communication: I find that it's way harder to get immediate buy-in as a process consultant than an expert one.
I’d argue that the top 4 are all various types of “expertise”. One of the primary buyer values of is getting expertise; expert knowledge of process design which is categorically different than change management expertise; implementation expertises (project mgt, implementation approaches, software being implemented, strategy / business consultants are hired on their expertises as well). Only the 5th category is sometimes not driven by expertise, if it is for a very standard backfill Though sometimes these are just different buying procedures but they are still looking for highly qualified project managers or business analysts and the like. Usually these are procured through an agency type model
Good categorization of something that tends to be slippery for both consultants and their clients: I always kinda defined and saw myself as a process consultant, but in the client's eyes there are oftenn overlaps between that and expert or management consulting.
I also agree on the pros/cons of being a process consultant, and that's why sometimes being seen as an expert consultant first might be a foot-in-the-door strategy, at least in terms of communication: I find that it's way harder to get immediate buy-in as a process consultant than an expert one.
I’d argue that the top 4 are all various types of “expertise”. One of the primary buyer values of is getting expertise; expert knowledge of process design which is categorically different than change management expertise; implementation expertises (project mgt, implementation approaches, software being implemented, strategy / business consultants are hired on their expertises as well). Only the 5th category is sometimes not driven by expertise, if it is for a very standard backfill Though sometimes these are just different buying procedures but they are still looking for highly qualified project managers or business analysts and the like. Usually these are procured through an agency type model