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Institute ofManagementConsultancy

Management ConsultancyCompetence Framework

...promoting excellence


© Institute of Management Consultancy [2002]

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Management ConsultancyCompetence Framework Institute of Management Consultancy

© Institute of Management Consultancy 2002 1

Institute ofManagementConsultancyAs Chair of the International Council of Management Consulting

Institutes, I am delighted to lend support to the new UK

Management Consultancy Competence Framework. This is a

fundamental piece of the UK Institute’s strategy ‘to promote

excellence in management consultancy.’

The framework is the culmination of research and wide consultation

throughout the profession. It builds on the international CMC® to

capture leading practice and define the standards required by our

profession. Independently awarded and recognised internationally,

the CMC® will continue to be at the fore-front in setting expectations

across the profession.

The framework presents the knowledge, skills and behaviours that

define today’s management consultant, all of which are underpinned

by a code of conduct and professional ethics. It sets out a standard

for those within the profession that is equally relevant for sole

practitioners, niche players and internal consultancies as well as for

the major firms. It can be used as a benchmark for clients in

developing their expectations of consultants as well as by academic

bodies and training providers to align offerings to the market.

The ICMCI warmly welcomes and endorses the development of the

framework, encouraging you as members of the profession and

interested parties, to adopt it as an external benchmark. In doing so,

we seek to demonstrate clearly to our clients our very high

standards of professional competence.

Richard Elliott is a Certified Management Consultant, a Fellow of the

Australian Institute of Management Consultancy and Chair of the

International Council of Management Consulting Institutes

Foreword


“We welcome the new model, which provides an updated and comprehensive framework for professional development“ Atkins Management Consultants

The Management Consultancy Competency Framework defines thecompetences and standards for management consultants and formsthe basis of the UK Certified Management Consultant qualification(CMC®). The competences are presented in a framework which setsout the knowledge, skills and behaviours expected. There are threelevels of progression – development, independence and mastery, allunderpinned by professional behaviours.

The framework builds on the initial work undertaken in developingthe CMC® qualification some three years ago in conjunction with theInternational Council of Management Consultancy Institutesdeveloping it into a broader and more robust framework whichreflects leading practice across the profession. The CMC®

qualification will continue to remain a core offering of the Institute ofManagement Consultancy. It aims to define the ‘fully competentconsultant’ and broadly speaking, is targeted at those who:

● have approximately three years experience as a consultant;● are experienced in all elements of the consulting life cycle;● can take full ownership for delivery of a project or a major

work stream;● have experience in managing others; and ● whose contribution is highly valued by clients.

The qualification is relevant for individuals in large and medium–sizedconsultancies, niche players, internal consulting departments,networked groups of consultants and sole practitioners.

The development of the framework has involved wide consultationacross the profession and with a range of interested parties.Specifically:

● three weeks pro-bono consultancy from Cap Gemini Ernst& Young in the initial development stage;

● review and consultation with the Institute’s ProfessionalBoard;

● a series of workshops with representatives from theInstitute’s Certified Practices;

● selected interviews, written and verbal feedback fromconsultancies, clients, academic bodies, assessors andother interested parties.

The Institute of Management Consultancy could not have deliveredthe framework without contributions and support from a wide rangeof individuals and organisations. On behalf of the Institute, I wouldlike thank all contributors to the development of the competencyframework. The resulting framework which follows is expected toattract high interest from the profession, it clients, learning providersand academic bodies.

Caroline Barker is Head of Professional Development at the UKInstitute of Management Consultancy

Introduction



“... places Professional Competence in the right context of ConsultancyProcesses, as never before” Abbey National


● Management Consultancy Skills Definition 5

● Management Consultancy Competence Framework 9_ Professional Behaviours 12_ Consulting Competence 19_ Market Capability and Knowledge 27

● Competence Summaries 29

● Appendix 1 – CMC Evaluation Matrix – Example 31

● Appendix 2 – Acknowledgements 32

Contents



This section sets out the Institute’s current thinking on the

definition of a management consultant and initial

observations on future skill requirements. This builds on the

current CMC framework, to refine and develop the mix of

skills, knowledge and behaviours required for the

‘Emerging’ Management Consultant of the future.

Management Consultancy Skills Definition



The Institute of Management Consultancy believes that a sector-wide definition of management consultancy should be

developed. It believes that this definition should be:

“Management consultancy is the provision to management of objective adviceand assistance relating to the strategy, structure, management and operationsof an organisation in pursuit of its long-term purposes and objectives. Such assistance may include the identification of options withrecommendations; the provision of an additional resource and/or theimplementation of solutions.”

Source: Institute of Management Consultancy, definition in self-regulation paper

The definition of management consultancy is a keydriver for the development of the competenceframework


Research indicates current competence models in the management consultancy sectorcontain a mix of change management and technical skills – the relative mix and weighting

varying according to discipline and organisational culture


“Management consultants are those organisations and/or individuals thatparticipate in the process of management consultancy within a framework ofappropriate and relevant professional disciplines and ethics designed for theactivity of management consultancy.” Source: Institute of Management Consultancy, definition in self-regulation paper

Current models indicate a successful managementconsultant requires a combination of skills


Typically, a management consultant will be engaging in providing change management solutions to a client.

This will include demonstrating:

● change management skills

● technical and business knowledge

● business understanding

● ownership, management and delivery of solutions to clients

● project delivery and risk management

● excellent interpersonal skills

● ability to transfer skills to others

● creative and analytical thinking

● adherence to a code of conduct and ethical guidelines


Some initial observations ...

● clients are becoming more selective buyers; demanding specialised technical knowledge

or skills ... the expert not the generalist ...

● shifting balance from traditional IQ based measures to emotional intelligence as predictor

of excellence and success ...

● the boundaries of what constitutes management consultancy are blurred…. larger

consultancies offering services spanning strategy to outsourcing ... low barriers to entry

for sole practitioners

● impact of future working patterns ... new organisation models ... growth in networked

practices

● diminishing value of information ... as availability increases, effective sourcing and

application of knowledge becomes the differentiator

The competence framework needs to consider skillrequirements for the next generation – our‘emerging management consultants’


The framework which follows builds on the current CMC model. It aims to give a closer definition of the baseline for all those operating in the management

consultancy profession as well as considering the skills required for the next generation ofemerging management consultants.


The framework defines the competences required to be amanagement consultant. The competences are thebehaviours, skills and knowledge that a managementconsultant is expected to understand, apply anddemonstrate.

There are three levels of attainment for each competency– development, independence and mastery – eachunderpinned by generic behaviours.

Management Consultancy CompetenceFramework



Market Capability & Knowledge This is the application of fact-based knowledge. It bringstogether the combination of technical skills, businessunderstanding, sector insight and external awareness.

Consulting Competence These are the core consultancy skills, tools, andtechniques which are essential in delivering consultancyservices.

Professional Behaviours These are the entry level professional behaviours andattitudes which act as ‘enablers’ in achieving marketcapability and consulting competence.

An effective Management Consultant requires abalance of behaviours, skills and knowledge


CMC requires demonstration of market capability and knowledge and consultingcompetence underpinned by professional behaviours

MarketCapability &Knowledge

ConsultingCompetence

ProfessionalBehaviours

Achieving Sustainable Results

Applying Expertise and Knowledge

Building and Sustaining Relationships

Technical Discipline

Examples

Finance Strategy HR

IT Production Marketing

Sector Specialism

Examples

Public Internal Telecomms

Financial Not for Profit Life Sciences

Analytical &Pro-activeThinking

Professionalism and Ethics

Business Understanding and External Awareness

Client Focus

Complexity and

Responsibility

PersonalGrowth

InterpersonalInteraction

DeliveryEffectiveness


Management Consultancy Competence Framework


Analytical &Pro-activeThinking


Complexity and

Responsibility

PersonalGrowth

InterpersonalInteraction

DeliveryEffectiveness


Professional behaviours act as the enablers to achieve market capability andconsulting competence. They include professionalism and ethics. They are entrylevel prerequisites for becoming a Certified Management Consultant some ofwhich may be developed further within consulting competence.

Professional Behaviours




Operates with professionalism and integrity in allaspects of role including conduct, appearance,adherence to codes of practice and working inthe best interests of the client.

Demonstrated Behaviours

● Adheres to Institute of ManagementConsultancy’s Codes of Professional Conduct

● Deals appropriately with ethical issues andadheres to the Institute’s Ethical Guidelines

● Ensures professional advice given is technicallysound and relevant to client needs

● Sets high personal standards

● Acts with integrity

● Values diversity in terms of culture, religion,race and gender

● Is courteous, reliable and responsive in dealingwith others

● Respects confidentiality

● Engenders trust

● Is respected by professional colleagues




Analytical and Pro-active Thinking

Applies analytical and pro-active thinking to clientagenda to ensure robust, appropriate clientsolutions.


● Adopts a logical, coherent and consistentapproach to problem solving

● Understands the alternative implications ofdifferent issues and courses of action

● Recommendations are supported by facts andresearch

● Makes decisions on a rational and timely basis

● Challenges assumptions and probes detail

● Develops and tests mental models to ensurepractical application

● Demonstrates flexibility, creativity andinnovation in generating solutions andrecommendations




Complexity and Responsibility

Assumes responsibility for own actions,understanding complexity of operatingenvironment and impact of selected course ofactions on others.


● Demonstrates responsibility for actions whichextend beyond the immediate area of scope

● Develops thought-through courses of actionwhich take into account issues beyond theimmediate scope of role

● Works effectively in complex environmentscontaining value-conflicts and uncertaintieswhich extend beyond the immediate area ofpractice




Interpersonal Interaction

Interacts and empathises effectively with othersto achieve desired outcomes.


● Establishes and maintains productive workingrelationships

● Comes over as confident and assured

● Willingness to understand alternativeperspectives

● Expresses views clearly and openly andwithout arrogance

● Contributions actively sought from others

● Seeks to build solutions of mutual benefit




Delivery Effectiveness

Demonstrates resilience, drive and commitmentto results.


● Acts on own initiative, seeking help whererequired

● Persists with job until complete solution hasbeen delivered

● Calm and rational approach when underpressure

● Flexible and adaptable to changing demandsand deadlines

● Manages ambiguity

● Keeps ‘big picture’ in focus, simultaneouslyaddressing detail

● Balances priorities, managing time effectively




Personal Growth

Proven track record of self-development andpersonal growth.


● Demonstrates awareness of own developmentneeds and opportunities

● Pro-actively seeks opportunities to further owndevelopment

● Recognises impact of own behaviour onothers

● Seeks and acts on constructive feedback fromclients, peers and team members to furtherpersonal development

● Sets and monitors personal learning anddevelopment objectives




These describe the core consultancy tools, techniques and skills which areessential in delivering management consultancy services.

Consulting Competence


Achieving Sustainable Results


Building and Sustaining Relationships

Client Focus


Development Building experiences to develop full portfolio of skills, toolsand techniques required to operate at ‘independence’ level.

Independence Demonstrates the core level of skills, tools and techniquesrequired for CMC.

Mastery Recognised as having a depth of experience or specialistknowledge in application of this competence.

Each competence is defined at levels ofexcellence – development, independence andmastery


For CMC, applicants need to demonstrate achievement of the independence level

Institute ofManagementConsultancy1.0 Client Focus

1.1 Scoping clientrequirements

1.2 Managing client interface

1.3 Partnering andnetworking

Development

● Researches and understandsclient agenda and issues

● Understands purpose andcontent of client proposals

● Contributes to writtenproposals

● Understands and operateswithin contractual terms ofengagement

● Develops network to supportand add value to clientengagements, including withinown company, clients andexternal professional networks

Independence

● Understands and defines clientrequirements

● Presents clear comprehensivewritten proposals

● Engages the client in selectingand owning optimal designoptions

● Manages stakeholderexpectations, maintainingfocus on overall deliverablesagreeing and applyingcontractual terms ofengagement

● Understands and engagesexpertise of others alongsideown.

● Leverages network effectivelyto research and define clientissues, generate innovativesolutions for clients and/orinform delivery solution

Mastery

● Utilises knowledge of externalissues and depth ofexperience to inform, challengeand define scope of work

● Owns, leads and managescomplex client bids andproposal teams

● Depth of experience incontract formulation andnegotiation

● Leverages effective,established networks to createadded value for clients

Client Focus



2.0 Building and sustainingrelationships

2.1 Influencing

2.2 Communication &presentation

Development

● Presents compellingarguments using facts anddata

● Demonstrates use of listeningand questioning techniques tounderstand issues andproblems

● Presents ideas effectively oneto one or in small groupsadapting style to audience

● Displays use of appropriatebusiness language andgrammar

Independence

● Presents ideas convincingly toachieve specific outcomes

● Demonstrates skills in buildingconsensus and resolvingconflict

● Applies techniques to achieveinfluence, impact and resultswith stakeholders

● Conveys ideas and thoughts ina clear focused style usingeffective verbal and non-verbalcommunication techniques informal and informal situations

● Uses presentation tools andtechniques effectively toengage audience

● Produces clear clientcorrespondence and reportsselecting most appropriatestyle to achieve desiredoutcome

Mastery

● Applies influencing skills in arange of complex situationsadapting style, leading othersto see alternative perspectivesthey would not have seen ontheir own, to achieve specificoutcomes

● Actively sought to deliverconfident and engagingpresentations to a wide rangeof audiences (Board level,conferences, press, etc)

● Draws on range of experiencesand techniques to adaptcommunication style tochallenging situations andaudiences

Building and Sustaining Relationships – 1



2.0 Building and sustainingrelationships (continued)

2.3 Facilitation

2.4 Managing and developingothers

Development

● Contributes constructively togroup situations

● Works with others to developmutually supportiverelationships

● Supports and encouragespositive team workingbehaviours in others

Independence

● Manages group processes toachieve desired outcomes,using tools and techniques tomaximise the group’s decision-making potential

● Manages, develops andappraises others, delegatingwhere appropriate

● Seeks support from peerswhere appropriate

Mastery

● Manages complex, high risk,group dynamics, conflicts andconcerns to promote win-winoutcomes

● Draws on a range ofleadership styles to ensureeffective development ofothers

● Pro-actively coaches anddevelops others

● Manages large (>20) complexteams operating across cross-cultural boundaries

Building and Sustaining Relationships – 2


Institute ofManagementConsultancy3.0 Expertise and knowledge

3.1 Tools and methodologies

3.2 Applying knowledge

Development

● Develops awareness of arange of diagnostic tools

● Tests client hypotheses andsolutions with robust data

● Identifies and uses wide rangeof knowledge sources

● Analyses data and effectivelypresents to support proposedsolutions

● Accesses a wide range ofknowledge sources relevant toclient needs

Independence

● Selects and uses appropriatediagnostic tools, methods andtechniques

● Actively seeks out new andappropriate tools

● Captures and buildsknowledge in definedprocesses

● Shares knowledge andexperiences with others

● Applies knowledge, tools andtechnical expertise to supportvalue creation, tailoring it to thespecific needs of the client

Mastery

● Advises on use of a range ofdiagnostic tools, methods andtechniques

● Tailors and develops new tools● Develops and selects

appropriate methods in unclearsituations

● Perceived as thought leader inchosen field

● Actively sought by others forknowledge and expertise

● Relationship with client ispreceded by an acknowledgedexpertise in field

● Applies knowledge to architectcomplex, innovative solutionswhich deliver value to clients




4.0 Achieving sustainableresults

4.1 Planning & management

4.2 Managing risk

Development

● Manages own delivery underthe guidance of moreexperienced colleagues

● Plans and manages own timeensuring own deliverables arecompleted to requiredtimescales and budget

● Works in one or more stagesof project delivery

● Manages ‘low risk’ projects(low complexity, acting as soleconsultant)

● Pro-actively identifies andcommunicates issuesimpacting progress of ownwork and that of client

● Requests advice in achievingmilestones

Independence

● Manages client projectseffectively ensuring objectives,deadlines and budgets are metby team members under owncontrol

● Competent use of projectplanning, tools, milestonesappropriate for the size andscale of the project

● Demonstrates the ability toassess, form and allocate workstreams, managing own timeand that of others to meetdeadlines

● Operates competently in allareas of project delivery

● Manages ‘medium risk’projects (working with others,high complexity)

● Identifies, quantifies andmanages issues impacting ondelivery of project

Mastery

● Ensures realistic objectives● Advises on delivery design and

implementation● Reviews and advises on

project plans

● Manages ‘high risk’ projectswith significant change (majorclients, multi-disciplinaryteams)

Achieving Sustainable Results -1



4.0 Achieving sustainableresults (continued)

4.3 Ensuring quality

4.4 Managing withdrawal

Development

● Complies with agreedengagement and qualitymanagement processes andstandards

● Demonstrates pro-activity inseeking feedback and actingupon it

● Builds track record ofsuccessful delivery in a rangeof support roles in clientengagements

● Shows the ability to draw to aclose own deliverables

● Engages client to takeownership of specificdeliverables

Independence

● Demonstrates track record ofsuccessful delivery in a rangeof delivery roles in clientengagements

● Ensures quality of owndeliverables and those of team

● Monitors and measures clientsatisfaction

● Works with the client todetermine a handover processto ensure skills transfer,sustainability of results andknowledge capture asappropriate for project

● Reviews and predicts anypotential areas of deficit,addressing them before theengagement end

Mastery

● Leads quality assurancereviews

● Advises others on design ofquality assurance process

● Leads and advises others ondesign of withdrawal process

Achieving Sustainable Results – 2



Market capability is a combination of technical expertise, sector specificknowledge, business understanding and external awareness. CMC applicantswill be expected to demonstrate qualifications, credibility and depth ofknowledge in their selected field.

Market Capability & Knowledge


Technical Discipline

Examples

Finance Strategy HR

IT Production Marketing

Sector Specialism

Examples

Public Internal Telecomms

Financial Not for Profit Life Sciences

Business Understanding and External Awareness

Institute ofManagementConsultancy5.0 Market Capability

5.1 Technical expertise

5.2 Business understanding

5.3 Sector knowledge

5.4 External awareness

Developing

● Builds technical expertise inselected discipline throughqualifications and focusedexperiential learning

● Understands core businessstructures, processes,management and disciplines

● Demonstrates knowledge ofone of more sectors

● Demonstrates a good generalknowledge of political,economic, social,technological, legal andenvironmental factors(PESTLE)

Independence

● Recognised as expert in owndiscipline

● Discusses impact of otherdisciplines on area of workwith confidence andknowledge

● Applies technical expertiseacross one or more sectors

● Demonstrates up to dateknowledge of political,economic, social,technological, legal andenvironmental factors(PESTLE) impacting on sectorand/or technical area ofexpertise

Mastery

● Acts as a leader / adviser /coach to others in own area ofdiscipline

● Has credible depth ofknowledge across a range ofdisciplines and businessenvironments

● Leads by example, applyingmanagement and businessskills in own business

● Influences business thinkingand agenda in one or moresectors

● Expertise is sought by externalparties to advise on issuesimpacting own sector




Building and sustaining relationships

● Presents compelling arguments using factsand data

● Demonstrates use of listening andquestioning techniques to understandissues and problems

● Presents ideas effectively one to one or insmall groups adapting style to audience

● Displays use of appropriate businesslanguage and grammar

● Contributes constructively to groupsituations

● Works with others to develop mutuallysupportive relationships

● Supports and encourages positive teamworking behaviours in others

Applying expertise and knowledge

● Develops awareness of a range ofdiagnostic tools

● Tests client hypotheses and solutions withrobust data

● Identifies and uses wide range ofknowledge sources

● Analyses data and effectively presents tosupport proposed solutions

● Accesses a wide range of knowledgesources relevant to client needs

Achieving sustainable results

● Manages own delivery under the guidance of more experiencedcolleagues

● Plans and manages own time ensuring own deliverables arecompleted to required timescales and budget

● Works in one or more stages of project delivery● Manages ‘low risk’ projects (low complexity, acting as sole consultant)● Pro-actively identifies and communicates issues impacting progress

of own work and that of client● Requests advice in achieving milestones● Complies with agreed engagement and quality management

processes and standards● Demonstrates pro-activity in seeking feedback and acting upon it● Builds track record of successful delivery in a range of support roles

in client engagements● Shows the ability to draw to a close own deliverables● Engages client to take ownership of specific deliverables


● Builds technical expertise in selected discipline through qualificationsand focused experiential learning

● Understands core business structures, processes, management anddisciplines

● Demonstrates knowledge of one or more sectors● Demonstrates a good general knowledge of political, economic,

social, technological, legal and environmental factors (PESTLE)

Client Focus

● Researches and understands clientagenda and issues

● Understands purpose and content ofclient proposals

● Contributes to written proposals● Understands and operates within

contractual terms of engagement● Develops network to support and add

value to client engagements, includingwithin own company, clients andexternal professional networks


Demonstrates professional behaviours:● Professionalism and ethics● Complexity and responsibility● Personal growth● Analytical and pro-active thinking● Interpersonal interaction● Delivery effectiveness

Summary of ‘Development Competences’



Building and sustaining relationships

● Presents ideas convincingly to achieve specificoutcomes

● Demonstrates skills in building consensus and resolvingconflict

● Applies techniques to achieve influence, impact andresults with stakeholders

● Conveys ideas and thoughts in a clear focused styleusing effective verbal and non-verbal communicationtechniques in formal and informal situations

● Uses presentation tools and techniques effectively toengage audience

● Produces clear client correspondence and reportsselecting most appropriate style to achieve desiredoutcome

● Manages group processes to achieve desiredoutcomes, using tools and techniques to maximise thegroup’s decision-making potential

● Manages, develops and appraises others, delegatingwhere appropriate

● Seeks support from peers where appropriate

Applying expertise and knowledge

● Selects and uses appropriate diagnostic tools,methods and techniques

● Actively seeks out new and appropriate tools● Captures and builds knowledge in defined processes● Shares knowledge and experiences with others● Applies knowledge, tools and technical expertise to

support value creation, tailoring it to the specific needsof the client

Achieving sustainable results

● Manages client projects effectively ensuring objectives, deadlines andbudgets are met by team members under own control

● Competent use of project planning, tools, milestones appropriate forthe size and scale of the project

● Demonstrates the ability to assess, form and allocate work streams,managing own time and that of others to meet deadlines

● Operates competently in all areas of project delivery● Manages ‘medium risk’ projects (working with others, high

complexity)● Identifies, quantifies and manages issues impacting delivery of

project● Demonstrates track record of successful delivery in a range of

delivery roles in client engagements ● Ensures quality of own deliverables and those of team● Monitors and measures client satisfaction● Works with the client to determine a handover process to ensure

skills transfer, sustainability of results and knowledge capture asappropriate for project

● Reviews and predicts any potential areas of deficit, addressing thembefore the engagement end


● Recognised as expert in own discipline● Discusses impact of other disciplines on area of work with

confidence and knowledge ● Applies technical expertise across one or more sectors● Demonstrates up to date knowledge of political, economic, social,

technological, legal and environmental factors (PESTLE) impacting onsector and/or technical area of expertise

Client Focus

● Understands and defines clientrequirements

● Presents clear comprehensivewritten proposals

● Engages the client in selecting andowning optimal design options

● Manages stakeholder expectations,maintaining focus on overalldeliverables agreeing and applyingcontractual terms of engagement

● Understands and engages expertiseof others alongside own

● Leverages network effectively toresearch and define client issues,generate innovative solutions forclients and/or inform deliverysolution


Demonstrates professional behaviours:● Professionalism and ethics● Complexity and responsibility● Personal growth● Analytical and pro-active thinking● Interpersonal interaction● Delivery effectiveness

Summary of ‘Independence Competences’ (CMC)


Institute ofManagementConsultancyCompetence

(Example – to beundertaken for eachcompetence)

Scoping client

requirements

Managing client

interface

Partnering &

networking

Tools &

methodologies

Applying knowledge

etc

References

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Documentary

Assessment

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Case study

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Panel Observation

& Questions

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CMC Evaluation Matrix – Example Appendix 1



The Institute of Management Consultancy would like thank all contributors to the development of the Management Consultancy Competency Framework. The following organisations are amongst thoseincluded in the consultation process:

Abbey National, American Express, Anite Public Sector Ltd, Atkins Management Consultants, ATOS KPMG Consulting, Barclays, Behaviour Transformation Ltd, Bywater plc, Cap Gemini Ernst &Young,Cornwell Management Consultants plc, Defence Logistics Organisation (MoD),Hewitt, Bacon & Woodrow, IBM Business Consulting Services, Fujitsu-ICL Business Consulting, Marks and Spencer plc, Directorate ofManagement and Consultancy Services (MoD), Morton Hodson ManagementConsultants Limited, Nationwide Building Society, PA Consulting Group,Penna Consulting plc, Shell Information Technology International, The Consultancy Company Limited, The Success Group, Xansa, members of the Institute’s Professional Board, The International Council ofManagement Consulting Institutes.

For enquiries or feedback regarding this document, please contact the Institute of Management Consultancy

Tel 020 7566 5220 or email [email protected]

Acknowledgements Appendix 2


Demonstrating Competence

Associates, Certified Management Consultants (CMC®s) and Fellows (FCMCs) have a basic responsibility to:

• Maintain the highest standard of professional conduct

• Hold the affairs of their clients in strict confidence

• Deal with management problems in perspective and give balanced advice

• Actively seek to advance and promote the profession of management consultancy

• Abide by the Institute’s Code of Professional Conduct

• Strive continuously to improve their professional skills and maintain a high degree of competency

• Be committed to the concept of lifelong learning

• Understand the competence, and aim to achieve/maintain the standards

The Institute of Management Consultancy is the single largest

professional body for management consultancy in the UK,

representing 4,300 management consultants as well as

consulting firms, training providers, users of consultancy and

intermediary agencies.

Founded in 1962, the Institute aims to promote excellence,

actively pursuing the interests of the profession through

engagement with the government, the European Commission

and major clients in the UK and overseas.

Member of

TheINTERNATIONAL

COUNCIL OFMANAGEMENTCONSULTINGINSTITUTES

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As a leading member of the International Council of Management

Consulting Institutes, the UK has links with 39 institutes around the

world, which providing members with an international network of

professionals with similar standards and goals.

Documents

Management Consultancy Competence Frameworksilverpebble.co.uk/fileadmin/user_upload/IMCbrochure.pdf · Institute of Management As Chair of the International Council of Management