Working as change management consultant, due to nature cause of change management, is destined to encounter tremendously obstacles.
Change management for corporate level is indeed complex process, and it should encompass all aspect of corporate life, from management judgment, value of common share, to whole management system.
But working as outside consultant, constrained by framework of contract, consultant defines the change management scope at his advantage: change those easily be changed, never tacit intangible part of change process. From commercial perspectives, this trick is useful in running consulting project successfully, but it also ambush consultant himself: because interrelated nature of enterprises, any modification cannot sustain without support of whole system or interrelated part, consultant faces dilemma of choice which part is of priority. But this consideration is become useless as contract is predefine the whole change process, which gives consultant overwhelms pressure to neglect the interrelation.
By nature of management consultancy, it is intervention process of change management, as firms hire consulting company by motivation of change. So consulting company should ran consulting project to sustain the change process, and different consulting company specialized in different aspect of change management, which makes client at lose to evaluate and judge. Generally speaking, consulting company now win contract by its specialty, which run different direction and jeopardize whole system change management.
Fragmentation of consulting practice and lack skill to initiated system wide change management, put change management consultant at very difficult situation and often damage reputation of both consulting company and consultant.