Let’s delve into the second point from our list of implementation pitfalls. As a reminder, we’re discussing how “forgetting the importance of customer service during a demanding implementation” for consultants, and “treating the consulting team as adversaries rather than partners” for customers, can hinder success.

These points might seem self-evident in writing, yet they’re often overlooked amidst the pressures of an implementation. This oversight can quickly sour a positive experience. Let’s examine the customer service aspect first. Imagine this:

Ralph is a capable consultant who has dedicated significant time and effort to keep the implementation on schedule and within budget. He’s been meticulous in providing training and documentation at every stage. So, when he receives yet another repetitive question from the client, frustration creeps in. He might delay his response or provide a curt email pointing to existing resources without directly answering the question. Some might wonder what the big deal is, believing that customers should take ownership of their learning. While true, it’s crucial to approach customers with good faith, assuming they’re asking because they genuinely don’t know the answer, not out of laziness, inattentiveness, or lack of intelligence. Addressing user investment and dependency on consultants might be necessary, but handling these situations professionally is paramount. Answer the question and escalate any concerns to the project manager or sponsor.

Personally, when faced with such situations, reflecting on consulting horror stories from past customers helps me regain the customer service mindset. It’s a stark reminder of how poorly some clients have been treated.

Another manifestation of this issue is when consultants become overly familiar with clients, leading to casual interactions that neglect the customer service element. This often presents as “griping” about the project, the software, or even fellow team members. While friendships may develop over time, it’s crucial to remember that within a project, clients are still customers deserving of respect and professionalism. After all, they are paying for a service.

Now, let’s shift to the customer’s perspective. Creating an adversarial relationship with the consulting team often escalates toward the end of an implementation. Fatigue sets in, magnifying minor issues. Consider this scenario:

ABC Company has endured several unsuccessful software implementations. While they like their current consultant personally, they harbor a belief that consulting revolves around maximizing billing rather than knowledge sharing or customer service. They approach the engagement with distrust, seeking to extract maximum value while minimizing reliance on the consultants. Minor bumps along the way, such as new requirements or added costs, only reinforce this perception. As go-live approaches, stress levels soar, leaving the customer feeling isolated and distrustful.

As a customer, selecting consultants you can trust is paramount. If past experiences have made you wary, analyze the reasons for those failures and communicate your concerns to the new team, seeking their help in mitigating them. Aim for a partnership built on trust, as you’re relying on them to guide you through system configuration and process changes. Choosing someone you don’t trust to access the heart of your business operations is counterproductive.

Reciprocating the good faith expected of consultants is equally important. This means being transparent about concerns, collaborating on risk identification and management, and acknowledging that changes are inevitable in any project. How these changes are addressed hinges on a strong customer-consultant partnership.

As a consultant, projects approached with this collaborative spirit are the most fulfilling. They evoke a sense of professional and personal pride. It’s worth noting that most competent consultants take pride in their work and customer satisfaction. Seek out those individuals for your projects.

This may have been a lengthy read, but I trust you found these insights valuable.

Christina Phillips is a Microsoft Certified Trainer and Dynamics GP Certified Professional. She is a supervising consultant with BKD Technologies, providing training, support, and project management services to new and existing Microsoft Dynamics customers. This blog represents her views only, not those of her employer.