Client engagement

Czerniawska argues that the extent of engagement among client-managers who work with consultants determines the success of consulting projects but she does not define engagement. Engagement may relate to reasons for using consultants. Reasons may be:

• people,
  
• process
  
• perspective
  
• politics

Management processes can improve the use of consultants, and hence the need for client management engagement with consultants. If clients must engage with consultants, then what does engagement entail?

UK government documents indicated the importance of top-level engagement and commitment [2,3,4,5]. The NAO report makes recommendations to improve engagement in consulting projects but does not distinguish types of client in public organisations.

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[1] Czerniawska, F. (2006). Ensuring sustainable value from consultants.
[2] Intellect. (2000). Getting IT Right for Government A Review of Public Sector IT Projects.
[3] Intellect. (2003). IT Supplier Code of Best Practice.
[4] NAO (2006) Central Government's use of consultants: Building client and consultant commitment National Audit Office.
[5] NAO (2006) Delivering successful IT-enabled business change Vol. HC 33-1 National Audit Office.