David Yardley - Practical Consultancy Ethics

Practical Consultancy Ethics

Practical Consultancy Ethics

Professional excellence for IT and management consultants

David Yardley

Publishers note

Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the authors.

First published in Great Britain and the United States in 2017 by Kogan Page Limited

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:

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David Yardley 2017

The right of David Yardley to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988.

ISBN 978 0 7494 7853 7

E-ISBN 978 0 7494 7854 4

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For Anne, Ben and Jack

High standards of ethical behaviour are at the heart of successful consulting. They are important in the recruitment and retention of the best consulting talent. They are critical in achieving great results for clients. Doing the right thing is good business.

This book is timely. Business ethics have been under the public and media microscope for decades, but attention is now far more intense, especially since the global financial crisis of 200709.

David Yardley sets out some recent examples of the price that is paid by organisations that get their behaviours wrong. Many of these in banking, motor vehicles or supermarkets hit the headlines because of a direct impact on individual consumers. But business-to-business firms are certainly not exempt, particularly when taxpayers money or public services are involved.

Todays businesses operate in an environment where levels of trust are sometimes alarmingly low. Our world is more transparent, volatile and demanding, and the fall-out from our actions is therefore more evident than ever, fuelled by 24-hour news coverage and instant social media. No economic sector should expect (or wish) to escape this heightened level of scrutiny.

The consulting industry has a triple responsibility.

First, firms must run themselves in an ethical and open way, checking their own performance not just so that they comply with legal, regulatory and contractual requirements but also against their own explicit ethical statements, understandings and commitments.

The business imperative for this is growing, with pressure from clients as well as employees. Clients often look to their consultancies explicitly to live and work by the best standards for instance on diversity and inclusion, equal pay, client service and social action. They want consultancies to evidence their values through deeds, not just words.

Second, many consulting firms advise on strategic and operational challenges that, themselves, have strong and sometimes complex ethical dimensions. Consultants should always be thinking about the ethical as well as the business legacy that they leave with their clients.

And third, we can work together to uphold and promote ethical behaviour by individual consultants as well. Initiatives such as the MCAs Consulting Excellence scheme a revolution in consulting are vital here.

Much of the onus for setting and meeting ethical standards lies with firms, as Consulting Excellence makes clear. High standards of ethical behaviour are at the heart of the scheme, and have been endorsed by all our member firms. But strong leadership also sets the tone for the whole organization, influencing and supporting individual consultants in their daily work.

This book will also help them greatly. It is grounded in a wider understanding of ethics in theory and practice. It discusses many of the day-to-day practical dilemmas that consultants face. Yardley acknowledges that sometimes there is not a right answer, and that individual judgements must often be made.

This is always a developing picture. Behaviour which was acceptable in the past can now be the cause of a scandal. Public expectations change. New generations of consultants bring different attitudes and approaches. New entrants to the industry sometimes challenge old practices. And firms can work together to raise the bar for everyone. Consulting Excellence will evolve in future years as expectations and standards advance.

For now, consulting in general has a good story to tell. We are at the cutting edge of new thinking on best business practice. That is our job!

But there is always more to do. We must never be complacent. This book is a very welcome addition to our toolkit.

Alan Leaman,

Chief Executive,

Management Consultancies Association

For many years, consulting ethics for me has been something of a journey, bringing together, at times with difficulty, the concepts of moral philosophy and the practical application of ethical theory.

That journey started many years ago when, after penning an article on ethics for my employers newsletter, I was invited to attend Ethicomp 96 at the Universidad Pontificia de Salamanca, Madrid. At the time, this conference was only the second in what would eventually become a highly successful series of annual conferences on IT ethics, having been established the previous year through the hard work and dedication of Professor Terrell Ward Bynum (Southern Connecticut University, USA) and Professor Simon Rogerson (De Montfort University, UK). As I listened with interest to the conference seminars and discussions, I found myself trying to relate what I heard to real-life business problems.

The challenge I set myself, therefore, was to one day be in a position where I could share the concept of ethics and, more importantly, the benefits of working ethically with management and IT consultants, regardless of grade or experience.

In doing so, I hoped my contribution will help the consulting profession achieve the highest ethical standards possible, measured not just by those within it, but also by its customers.

I hope you enjoy being part of that journey too.

To the dedicated and professional team at Kogan Page, I give my sincere thanks. Jenny Hall in particular had the insight to recognize the need for a book on consulting ethics and championed my proposal with energy and enthusiasm. Equally, Amy Minshull supported me during the lengthy writing process, providing extremely high levels of editorial governance and practical advice along the way.