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17 ways to a better consulting experience

机译：改善咨询体验的17种方法

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You know the old line about consultants: A consultant is someone who comes from far away to tell you what you already know, then charges you through the nose. Like any good send-up, there's a grain of truth in it. "There's always been skepticism about consultants and their value," says Mary Beth Sullivan, partner at Capital Performance Group, a Washington, D.C.-based consultancy. She has been on both sides of the invoice. She spent seven years at a large New York bank prior to a decade in bank consulting and says her opinion of whether consultants were worth what they charged was decidedly mixed: "I was very impressed with some consultants and not at all impressed with others. But if you get a good consultant, they can be invaluable." Nowadays, as the first part of this series recounted in the December ABA Banking Journal, the word "consulting" covers a tremendous patch of ground. As the lines between consulting and legal advice, installation of new systems or equipment, and actual performance of tasks have all blurred, it is critical that management, at whatever level the engagement has been made, be clear on why the consulting firm is on the premises.
机译：您知道有关顾问的古老观点：顾问是来自远方的人，告诉您您已经知道的事情，然后通过鼻子向您收费。像其他任何好的礼物一样，里面也有真相。总部位于华盛顿特区的咨询公司Capital Performance Group的合伙人玛丽·贝思·沙利文（Mary Beth Sullivan）说：“一直以来，人们对顾问及其价值一直持怀疑态度。”她一直在发票的两面。她在纽约一家大型银行工作了7年，之后十年才开始从事银行咨询工作。她对顾问是否值得他们所收取的费用的意见完全是混杂的：“我对某些顾问印象深刻，而对其他顾问则完全没有印象。但是如果您找到一位优秀的顾问，他们将是无价之宝。”如今，作为该系列文章的第一部分，在12月的《 ABA银行杂志》中有叙述，“咨询”一词涵盖了广阔的领域。由于咨询和法律建议之间的界限，新系统或设备的安装以及任务的实际执行情况都变得模糊不清，因此至关重要的一点是，无论参与了什么级别的工作，管理层都必须清楚说明咨询公司为何要加入处所。

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