Conclusion: Management generally has a tendency to engage IT management consultants when an ill-defined problem exists and a solution seems intractable. Ideally consultants are expected to act as fog busters, demystifying the situation and proposing innovative solutions that ‘blow the client away’.

In reality consultants can only meet the client’s expectations if ‘all the cards’ are laid on the table and they participate in the demystifying activity. In contrast, little participation yields little reward for the client.

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Alan Hansell

About The Advisor

Alan Hansell

Alan Hansell is an emeritus IBRS advisor who focused on IT and business management. Alan specialised in critiquing and commenting on IT and business management trends, ways to justify and maximise the benefits from IT-related investment, IS management development and the role of the CIO. Alan has extensive experience in IT management, consulting and advising senior managers in matters related to IT investment. He was a Director in Gartner's Executive program and adviser to over 50 CIOs and business managers and before joining Gartner a consultant with DMR Group. He also worked as an IS professional, manager and industry consultant for IBM for nearly 30 years. Alan is a CPA and Associate of Governance Institute of Australia.