Basis of Consultancy Products Bringing Positive Results for the Sake of the Organizations through Research - Coursework Example

Discuss the potential benefits to organizations of a consultancy product/service, which focuses on creativity, rather than change management. In youranswer, you should refer to relevant literature on organizational change management, consultancy and creativity. You may also refer to relevant consultancy products/services currently on the market in the areas of change management and creativity. Creativity and innovation within any organization in this day and age works wonders for its success in the long run. This is the reason why organizations are now gearing up to reap the success that is attached with finding out new alternatives and pathways which shall boost the business realms and cultivate harmony amongst their ranks. The creativity and innovation paradigm is being highlighted for all the right reasons and what more so then reigning in profits for the sake of the business enterprise. This is one of the rationales behind understanding the fact that an organization which goes through a creative/innovative process, finds out its real strengths in the long run. These discussions take into account the organizational change management domains, the consultancy and creative elements which remain very pertinent for any business in this day and age. The market dynamics are also one of the significant factors behind bringing in the profits that remain the eventual goal of any organization, be it today or in the coming times. This paper discusses the basis of consultancy products/services bringing seriously positive results for the sake of the organizations through research and practice. When it comes to hiring, being more creative can actually draw in better results. This would mean that the employees of an organization give in their best at being creative and innovative while their work processes are managed in an amicable fashion. Encouraging creativity under such domains is therefore an important proposition because it ensures that hiring is not done in a normal fashion yet there are pathways through which innovations could be discerned and an environment inculcating such standards is found out (Couger, 1995). A consultancy product/service coming into its own due to creativity has far more value for the end customers and stakeholders rather than one that has come about due to change management regimes. The need is to understand where the differences have been apparent from and what kind of changes has been envisaged in the long run scheme of things for the consultancy product/service. When teams of people come together to spark off new ideas, a consultancy product/service sees the light of the day, as has been researched by (VanGundy, 1992). The group support system encourages out-of-the-box ideas which foster growth and productivity that essentially tackle the nuances related with a consultancy product/service. Using larger groups would indeed be the best possible solution as far as comprehending such domains is concerned. But then again, as (Osborn, 1957) suggests all this stems from brainstorming in the first place, which in essence is the basis of drawing in new ideas and finding where possibilities can originate from, given a number of options and alternatives. It takes into consideration the idea generation phase (Majaro, 1988) where no criticism is listened to, the free-wheeling done by the facilitator during the brainstorming session, the thinking of many ideas by the group’s participants and lastly the encouragement towards the group to combine and refine the already drafted ideas. Some researchers however fathom that brainstorming is not the most creative technique within the organizations, however there are differing viewpoints that exist under such settings. For the sake of organizations that bank on the potential benefits of consultancy product/service, it is of paramount importance to understand how this consultancy product/service would actually mean a sound business platform. If this does not guarantee such a result, there is no use developing one consultancy product/service in the first place. The organizations that believe in utilizing the effects of such consultancy products/services usually are taking a risk because they are doing something different to begin with. They are not making use of change management which is something unheard of and more so when the results need to be estimated and analyzed well in advance (Nagasundaram & Bostrom, 1993). Since change management is something very traditional in nature, and which ensures success more than a consultancy product/service, it is sometimes avoided to rake in creativity and innovation for the sake of the organization, especially when it is catering to diverse sets of audiences. When the discussion is centered on the creative problem solving techniques that are in use, it is significant to note what comprises of the entire framework to begin with, as outlined by (Nagasundaram & Bostrom, 1993). The classification involves the paradigm preserving where absolutely no new elements and relationships are inducted within the fray. The next one is the paradigm stretching where new elements or new relationships are thought about. The last one is the paradigm breaking which entails of both the new elements and new relationships becoming introduced. Now the need is to find out which of these three techniques are made use of to benefit the organization through the consultancy product/service. Similarly, change management is a premise that has received much attention on the part of the organizations and especially due to its role of creating a totally new set up, product/service or for that matter cleaning up the mess within a business enterprise. The organizational change management is always broken up into several different parts, one such being the business process re-engineering where things are re-started from scratch and alternative new pathways are analyzed, and later on re-drafted within the system. This is an important manifestation because it sets the ball rolling the right way as far as the discussion of change management within an organization is concerned (Johnson, 1991). Also, these change management philosophies are more or less geared to bring in new products/services yet the results do not speak the same language on most of the occasions. This is something that creates a sort of rift, and which essentially requires interference by the organizational top heads to choose between creativity or remaining stuck on to change management for long periods of time. On the same footing, creativity is something that creates value by looking at things from a completely unique way. This is not an easy proposition and requires fresh thinking, new individuals and encouragement above everything else. Creativity and innovation are always appreciated across the board because these discuss the very fine aspects of growth happening out of the blue, and without much reason. There is no definite plan that would say for guarantee that creativity does work – it can either work or go absolutely haywire. Creativity within the organizations that are geared to produce new products/services is deemed as mandatory because they have to be different and come out in a unique fashion in front of their intended audiences, for which they are producing products/services in the first place. However, this creativity can be seen as a deterrent when there are minimal resources in hand and thus problems might come in within the relevant equations. The growth and development realms will hit the sack and the organizations will lose out on the potential benefits of the manufactured products/services in the long run. Some of the more famous consultancy products/services that are available today comprise of the Information Technology sector. The reason for this is the ‘need’ premise that gets them in action and hence are developed to cater to the varied audiences. These provide guidance, support and advice along the way, and aim to boost the business domains in a number of different ways. Then again, these consultancy products/services are specific to the Information Technology applications, the IT management and support infrastructures, and lastly the procurement part that is an important one within the Information Technology folds (Hollingum, 2000). Within IT application specification, requirements are gathered with regards to applications, then applications and websites are designed and content management systems are handled. When one discusses the tangent of IT management and support, the essential pointers remain that of management and operations of IT systems, the IT strategy for development and review, the infrastructure strategy and the business continuity planning stages. Also IT procurement defines the requirements gathering, the product selection measures, procurement management entities, the client-side representation, the legal and contractual guidance talks, and the development of SLAs. Hence, gaining an understanding of the creativity domains within consultancy products/services is an important one because the more significant pointers come up from time to time. The consultancy products/services need to be encouraged that come under the aegis of different organizations around the world, and this can only take place when there are concerted efforts by all and sundry. Also there is a dire need to comprehend the fact that the organizational top heads or the senior management takes the right decisions and allows the middle management to come up with consultancy products/services on a regular basis. Without their proper incorporation and efforts, this would seem like a difficult thing to do in essence. The organizational change management, consultancy and creativity are some of the most fundamental domains which need to be understood and more so when the talk goes out loud regarding reaping the benefits out of the related equations (Carr, 1994). The benefits to organizations in the wake of the consultancy products/services are immense if proper homework is done on the part of the individuals who believe in such consultancy products/services. Bibliography Carr, C. 1994. The Competitive Power of Constant Creativity. AMACOM, New York. Couger, J.D. 1995. Creative Problem Solving and Opportunity Finding. Boyd & Fraser Publishing Co., Danvers, Massachusetts. Hollingum, J. 2000. Internet strategies for manufacturing. Assembly Automation, 20(2) Johnson, V. 1991. Creative Problem Solving. Successful Meetings, 40, pp. 60-66. Majaro, S. 1988. The Creative Gap: Managing Ideas for Profit. Longman, London. Nagasundaram, M. & Bostrom, R. P. 1993. The Structuring of Creative Processes Using GSS: A Framework for Research, Working Paper, No. 81, University of Georgia, Athens, Georgia. Osborn, A.F. 1957. Applied Imagination. Revised Edition, Scribner, New York. VanGundy, A.B. 1992. Idea Power: Techniques and Resources to Unleash the Creativity in your Organization. AMACOM, New York. Read More