Reflections on the client-consultant relationship Challenges and opportunities in a context of organisational change

This paper investigates the determinants of success of the client-consultant relationship from the consultant's point of view. Ten consultants from various fields (e.g. change management, information technology, etc.) based in the province of Quebec in Canada were interviewed. They were asked to comment on issues relating to their roles in the consultancy project, expectations, and the determinants of success of the client-consultant relationship. Interview data were analysed using an interpretive frame. The research findings reveal that consultants perceive their contribution and role positively and perceive themselves as change agents and knowledge transmitters. Trust, active communication, and shared feedback were identified as the major determinants of success of the client-consultant relationship. The results support and help advance earlier research findings in the management consulting field. Consultants are conscious that a long-term relationship built on trust, active communication, and shared feedback, identified as major determinants of success in the client-consultant relationship, is essential. The qualitative findings of the study add to, and help support, earlier research findings on consultants' perception of their roles and contributions within client organisations.