We are always faced with a problem of organizational culture. I remember the importance of that culture as it is directly related to our success. Culture gives employees a sense of organizational identity and generates a commitment to particular values and ways of doing things. According to Daft (2005) “culture serves two important functions in organizations: (1) it integrates members so that they know how to relate to one another, and (2) it helps the organization adapt to the external environment.” Building up a future-oriented culture is the main challenge before us and every futurist who is going an effective consultancy service.

Coming back to the main topic of this note that is “consulting”, I think that assessing the concepts and skills that independent futurists use to secure and build a consultancy should be conducted with cultural considerations different from an organization to another. Offering a consultancy service is an essential function expected from the futurists, but maintaining our service is a more important issue as it “may be forgotten in the standard operating procedures and the culture of the organization” (Dewar, 2002).

In my point of view, developing a sustainable and flexible organizational culture suitable for the implementation of our suggested changes as futurist consultants is the key to a successful consultancy experience.

References:

Daft, Richard L. 2007. The Leadership Experience, 4th ed. Mason, OH: South-Western, p.558.

Dewar, J. A. (2002). Assumption-based planning. New York: Cambridge University Press, p. 7.