existing clients. The executives would listen politely and tell them they could not afford it right then, because they were investing and spending their money in other areas. They would mention the additional staff hired to compensate for the problems. Every year at budget time they would add the cost, time and expenses necessary to install a new system, and every year it made the first rounds, but eventually would be cut. This happened for many years in a row until something happened. Competition! Competition came into their territory with a newer system that could provide the same service for less money, better turnarounds and, ultimately, happier clients. Not to mention, they were a more attractive employer because of their system. Guess what the company executives said: “We need a new system.” Overnight, they became motivated. Was the system problem new news? Often, when meeting an organization in a consultative role, management and line staff are happy to tell you their problems because they live with them everyday. I have been told when consulting: “We are glad you are here; maybe now the executives will hear what we have been telling them all along.” It is not that executives do not want to make changes but, depending on the current business situation, tough 84
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