Geoff Parcell

Unlike many books in this field, No More Consultants concentrates on doing one thing, and does it well. This new book follows Parcell and Collison's earlier work, Learning to Fly, but has a much narrower focus. As a result, I think it is probably even more useful. The premise of the new book is simple. In part it is provided by the subtitle "we know more than we think," but that is just the background. What Parcell and Collinson have done in the new book is to provide a workable framework for organisations to ascertain when and why they can rely on the expertise and experience of their own people, rather than calling in consultants. (Consultants can relax -- the final chapter explains that better organisational understanding can lead to more fruitful engagements.)

Within the basic framework they set out at the beginning of the book, Parcell and Collison spend some time fleshing out a number of key techniques, including facilitation, envisioning future developments, and peer assists. They provide a range of examples of the tools and techniques in use, ranging from development of HIV/AIDS programmes in Africa and India to knowledge sharing between Great Ormond St children's hospital and the Ferrari F1 team. Along the way, they are also able to provide insights into ways of dealing with a number of recurring challenges to change, such as the `not invented here' syndrome.

Despite the fact that the book is an invaluable guide to practical knowledge sharing, it is carefully not positioned as such. Because of this, it is more likely to find a receptive audience beyond the normal KM community. This attractiveness is enhanced by the clarity and concreteness with which its central ideas are expressed.

(This is a shortened version of the review on my blog: http://blog.tarn.org/2009/10/12/book-review-no-more-consultants/)… (más)