{"id":18998,"date":"2017-11-01T16:21:00","date_gmt":"2017-11-01T16:21:00","guid":{"rendered":"https:\/\/technopolis-group.com\/the-benefit-of-pairing-expert-and-process-consultancy\/"},"modified":"2020-04-08T14:48:00","modified_gmt":"2020-04-08T14:48:00","slug":"the-benefit-of-pairing-expert-and-process-consultancy","status":"publish","type":"post","link":"https:\/\/technopolis-group.com\/es\/the-benefit-of-pairing-expert-and-process-consultancy\/","title":{"rendered":"The benefit of pairing expert and process consultancy"},"content":{"rendered":"\n

Technopolis Group is well known for its profound understanding of research and innovation systems, and expertise in a range of methodologies to collect and analyse evidence on their performance. We primarily provide our services to policy makers, but are increasingly contacted by implementing organisations, such as research and higher education institutions or funding agencies, and asked to provide consultancy services that combine organisational development with thematic expertise.<\/em><\/p><\/blockquote><\/figure>\n\n\n\n

Within these organisations, we often observe a need to strengthen leadership, in the sense of agenda-setting and implementation. Individuals in leadership positions tend to see their power restricted in a complex system of multiple stakeholder involvement, negotiation, expectations, and short timeframes. There is a gap between their (smart) analysis and conclusions on necessary next steps, and their pragmatic appreciation of the (small) room for manoeuvre. In this kind of situation, facilitation of interventions can have more relevance and impact than additional research or data mining. Still, this support should be based on the available information base, going beyond pure \u2018change management\u2019 consultancy. <\/p>\n\n\n\n

We have identified at least four key developments with a strong impact on organisations in the research and higher education sector that create sector-specific needs within these organisations: <\/p>\n\n\n\n

\"\"<\/figure><\/div>\n\n\n\n
  • The\nfirst development concerns new public management practices<\/em>. Governance\nand leadership configurations have changed and performance indicators have been\nintroduced as management tools. Largely publicly financed \u2013 by a combination of\ninstitutional and competitive project-based funding \u2013 institutions in the\nresearch sector deal with various levels of governance. Externally, public\nauthorities provide financial resources or determine the rules for accessing competitive\nfunding. Within the organisations, we distinguish top leadership (general\ndirectors, rectors) and middle management. Assessment of both internal and\nexternal performance has triggered a considerable need for communication. <\/li>
  • Secondly,\ndigitisation <\/em>is leading to enhanced monitoring systems and the\navailability of big data and, as a consequence, to increased demand for\nadvanced data treatment. However, these data do not automatically provide\norientation and guidance to stakeholders, who have to perform in an\nincreasingly competitive environment.<\/li>
  • Thirdly,\nmission-oriented research funding <\/em>introduces new challenges to research\norganisations, who have to integrate both excellence and relevance criteria in\ntheir strategic development.<\/li>
  • Finally,\nthe continuing internationalisation <\/em>of research increases both\ncompetition between stakeholders and their need for cooperation, with\nconsiderable consequences for human resource management. <\/li><\/ul>\n\n\n\n

    Pairing expert consultancy with organisational consultancy might seem straightforward, yet for many consultants it\u2019s a no-go. Organisational consultants tend to empower their clients to find solutions for themselves, whereas experts sell solutions they know in advance or provide objective expertise. Our work with organisations challenges this separation, building new services based on evidence, observation, interpretation, communication and interaction.<\/p><\/blockquote>\n\n\n\n

    The rise in\n\u2018quantification\u2019 and \u2018management by indicators\u2019 is accompanied by an increased\ndemand for communication-based soft skills. Whereas consultancy approaches\ndeveloped for the business and corporate sectors might not always be\nappropriate, given the particularities of the research and higher education\nsector, thanks to our core competences as evaluators Technopolis Group are well\npositioned to provide valuable services to these organisations. The definition\nof meaningful performance indicators, (societal) impact analysis, excellence and\nresource assessment, up-to-date tools for data collection and analysis and\nprofound knowledge of regional, national and international contexts, are\nvaluable inputs to strategy development for research organisations and funding\nagencies. <\/p>\n\n\n\n

    Two\nways of working <\/em><\/strong><\/h3>\n\n\n\n

    Still, there are crucial differences between organisational consultancy services and the evaluation of public support programs or strategic advice to policymakers: <\/p>\n\n\n\n

    • The\nfirst concerns the relationship between the consultants and their clients. As\nevaluators or study authors, we take an independent position; as organisational\nconsultants, we support our clients in their endeavour \u2013 facilitating internal\nstrategy development processes and providing expert advice to help them\noptimise their performance. In fact, we combine expertise in research and innovation\nprocesses with organisational development.<\/li>
    • The\nsecond concerns the positioning of our contribution in the course of activity.\nAn (evaluation) study follows a sequence. After the definition of the research\nor evaluation questions by the client, the study will be conducted, followed by\nthe presentation of results and conclusions. Whatever action follows the\nrecommendations happens after our contribution (accompanying evaluations are an\nexception to this rule). In contrast, organisational consultancy is interactive\nby definition, and therefore process-based. <\/li><\/ul>\n\n\n\n

      The two types of services have much in common, however, in both cases, the work is evidence-based (this might be seen as d\u00e9formation professionelle<\/em>). The analysis of structures, processes, indicators and context defines the value and quality of both external expertise and organisational consultancy. In the latter, the process itself, the acceptance of our suggestions, and resistance to them are to be considered in our intervention. <\/p>\n","protected":false},"excerpt":{"rendered":"

      Technopolis Group is well known for its profound understanding of […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[8,236],"tags":[],"solution":[],"sector":[130],"class_list":["post-18998","post","type-post","status-publish","format-standard","hentry","category-sin-categorizar","category-technopolitan-es","sector-research-innovation-es"],"acf":[],"yoast_head":"\nThe benefit of pairing expert and process consultancy - Technopolis Group<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/technopolis-group.com\/es\/the-benefit-of-pairing-expert-and-process-consultancy\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The benefit of pairing expert and process consultancy - 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