methodologies and produce deliverables. Consulting firms developed methodologies for system planning, system evaluation and acquisition, and system implementation. The methods were executed by junior consultants, who no longer needed the analytical capabilities and business knowledge of past professionals. Methodologies began to spread to other facets of consulting like strategic planning, etc. In the 1990Æs a new wave came in business process re-engineering, producing new business transformation methodologies. These methodologies concentrated on the business, but avoided IT, since business change could be executed quickly, and IT change was notoriously slow. This created a gap the other way between the business and the system. Then integrated applications systems were relabeled as ERP systems and proclaimed to employ industry ôbest practicesö that would automatically solve the problem. Many consultants supported a particular ERP package implementation, so then system planning and system evaluation and acquisition methodologies favored that package to bring in the enormous implementation revenues. But, ERP system implementation employed the same implementation methodologies that concentrated on conversion of existing data, business rules, and practices. Employing industry best practices required strong user effort beyond what the consultants provided. In recent years, there have been exposes of the problems with management consulting. Books have been written about the bad practice that also developed within management consulting firms. Much of the professionalism has gone out of management consulting. What do we have to do the bring professionalism back into consulting, particularly for business change and management improvement consulting. This is one of the issues we have been discussing at the Business Change Forum, in order to define problems with conventional methods and discover breakthroughs in enterprise management. We need to employ a new management consulting model that requires change by both the enterprise employing consultants and the management consultants and consulting firms. The enterprise must have the capability to manage its own development and manage the achievement of benefits. The consultants must get away from employing rote methodologies, and return to professionalism to work in partnership with the enterprise. The new consulting model involves the following elements on the part of the enterprise: o Structure the enterprise to define
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