I agree that knowledge managers within a firm often assume the role of internal consultant and, thus, are subject to the decisions of their clients. However, knowledge managers are also held accountable to the firm for the knowledge management systems they design and implement. It rarely matters to the firm that the key (questionable) decision was made by the internal clients. Therefore, knowledge managers are all too often forced to make the best of a bad situation. They don't have the ability of external consultants to disassociate themselves from the results of implementation.

- Mary

I agree that knowledge managers within a firm often assume the role of internal consultant and, thus, are subject to the decisions of their clients. However, knowledge managers are also held accountable to the firm for the knowledge management systems they design and implement. It rarely matters to the firm that the key (questionable) decision was made by the internal clients. Therefore, knowledge managers are all too often forced to make the best of a bad situation. They don't have the ability of external consultants to disassociate themselves from the results of implementation.

- Mary

It seems to me that the point being made — mainly that while we can suggest alternate routes, it's ultimately the client's responsibility to make choices, and then ours to accompany the client along the road — is valid for consulting in general: Our role is to inform and guide our clients, to support them in both their decision-making and in execution afterwards. Our role certainly is NOT to decide and execute/operate on behalf of the client!

One of our consulting principles should always be that we lead our clients to become autonomous (meaning they won't need us in the long-term). Unfortunately, some of the larger consultancies have consistently and repeatedly violated this principle…

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