Free articles directory and web content publication services will soon be open for all CMCs.

The new European Standard (CEN 381) provides recommendations for carrying out management consultancy services.

The aim of this CEN standard is to improve transparency and understanding between clients and management consultancy service providers.

A winning management team can learn a lot by observing the differences between a winning and a losing sports team. globalcmc.com

CMC is a unique and worldwide competence standard for individual management consultants.

Your business demands a higher level of communication and productivity. Seek your CMC in our directory. globalcmc.com

I think CMCs has to create more valuable pricing methods of many reasons. globalcmc.com

CMC has to define core competence as a diffrentietar in marketing. Strong analytic skill is one. What more?

Fact-based problem solving approach is only one among several CMC methods. We Improve your business.

Managing relationships with your clients must be on a level of trust & trust comes from collaboration & knowledge sharing.

Today CMC is the only internationally recognized mark of excellence in the management consulting industry.But is its market position clear?

Why certification requirements for CMCs varies in different countries?

Now we upgrading GlobalCMC to a new level and will operate more independently.

Consulting firms are being squeezed both ways as employee turnover rates are increasing rapidly. kennedyinfo.com

Wonder about the definition of a professional management consultant (PMC). Who is a PMC?

New European Standard gives guidelines for the effective delivery of management consultancy services. Check EN 16114:2011

Why corporations pay fat consulting fees to hear the advice of a 20-something with limited work experience? money.usnews.com

What do you call your customer? Partner, Client, Account, Subscriber... Does it matter what we call them? Yes it's important.

Advice for consultants. Competition is growing, and clients are becoming more picky. economist.com