Are management consulting and public projects’ consulting radically different ? The usual distinction between these two kind of consulting services comes from organisational and cultural habits : private and public actors, the time of the company and time of the State, or even, according to an ideological perception that we do not share, seeking for profit vs service to the general interest.
However, in spite of these differences, we have the conviction that an expertise coming from private companies’ managerial dynamics are really effective and virtuous when implemented on public projects (infrastructures and services), since the specificities of the public projects are known by the consultants – and it is our case.
Moreover, the collaborative dynamics involving these two “worlds” are creating an added-value and optimize the public finances.
This is why the territorial projects carried out with the support of Kaqi are innovating, dynamic, demanding and contributing.
To illustrate this glance, applied to certain railway projects: “the TGV as an image or an use?” (in French only).
And, more generally on communities’ management, an idea about « relationship » and « connection », after Samsung’s 2016 crisis (also in French, sorry !): « Après Samsung : êtes-vous connectés à vos clients ? »
In the company’s projects, the stakeholders’ play is in general well-known (even if it can be useful, sometimes, to open it).
In a infrastructures and/or services project, identifying the key actors is a first contribution to added value, in order to identify the contributors, the beneficiaries… in short, all of the “stakeholders”.
And then, it is advisable to note, propose and install a “roles’ distribution” which clarifies everyone’s contributions, resolves the misunderstandings and even false assumptions, and generates the commitment of everyone. Lastly, to develop collective intelligence thanks to pedagogical actions and skills’ sharing, thus generating contributing dynamics, accelerating and creating a real added-value.
The public projects are thought on a long time. But the investments made for infrastructures and services are subjected to short-term pressure, in particular in a context of rare resources, of public-private partnerships, and of legitimate concerns about the use of public money.
Consequently, it is legitimate, beneficial and, according to us essential, to accelerate the positive effects of a public expenditure, so that the “return on investment” becomes at the same time fast and massive.
By bringing closer the “general interest” and “individual benefits”, by creating “places to meet” for public and private sectors’ leaders, we contribute to create value for all, and to improve dynamics and solidarity between leaders and organizations living and working on the same territory.
When infrastructures (even growing old) are promoted as competing assets, it might be surprising to see the added value created by public projects as an threat.
It seems nevertheless that this posture often hides a search for indirect profits. Thanks to some very bureaucratic “dialogue” processes, in which many opponents are only interested in making the invoices and subsidies grow. And those will make the “compensation” measures rise.
To agree to share and also to call into question the appreciation of your project is to make the choice of real synergies, of pedagogy, transparency, and opening.
In a public project, mistrust and hostility come from dissimulations.
We create places for knowledge sharing and action, in order to evolve from contempt and violence, to added value creating dynamics.
Intra-organisational collaboration is quite well explored in the managerial researches.
But companies have also to open themselves to the practices of inter-organisational collaboration, in particular with the concepts of extended companies. In that context, the public projects are places for training and practicing these new competences.
Because very diverse organizations live on the same territory: public representatives, private leaders, independents, NGO’s people, , touristic operatives, transportation companies, restaurants and hotels, training professional companies, representatives of the State, elected officials…
Our contribution: to mobilize and help this diversity of rationalities, interests, cultures, competences better work together, in order to lead them to collective success.