The details of the diagram "Typical Consulting Steps" is given as below:

Step 1: CONTACT
This step must lead to mutual willingness to invest in working together, with good perspectives to contribute to the organization’s performance and success. This step takes usually one or two meetings.

Step 2: CONTRACT
In this step a more ‘formal’ working agreement covering the assignment, ways of working, roles of client and SMS Varanasi are charted. It produces a first outline of the expected results in terms of behavior change and performance management. Here we agree on:
Next step to take (data gathering and needs analysis)
How to work together on this
How to exchange information as we go
Timing & Cost

Step 3: DATA COLLECTION & ANALYSIS
In this step, we gather and analyze all relevant information. To create buy-in, we have designed a number of activities to allow stakeholders to:
Share and discuss he information and experience they have around the issues
Make their own analysis based on the gathered facts
We facilitate this process through a number of methodologies like:
Focus Groups, Interviews, Meta Planning, Force Field Analysis, SWOT Analysis, Brainstorming, Impact/Effort

Step 4: DIAGNOSIS & FEEDBACK
Feeding back the assembled data and the different ‘views’ the stakeholders had on this information (analysis) to the ‘project owner’ in the organization and the stakeholders involved. The main objective of this phase is to bring about a mutual understanding and agreement on the diagnosis of the situation.

Step 5: DECIDE ON THE WAY FORWARD
Once in agreement on the diagnosis, we brainstorm together on possible action strategies to address the issues. We produce a number of creative and innovative ways to deal with the issues. This is an important “recontracting” moment where we agree on the actions to take, the roles and responsibilities as well as the expected outcomes. We adapt to the formal ‘consulting agreement’ accordingly.

Step 6: DESIGN THE INTERVENTION
In this step, we closely collaborate with internal expertise and experience, develop a detailed plan including methodology, involvement and communication strategy, project organization, activities, resources, budgets for the identified solution. We also design the necessary measures (qualitative/quantitative) to monitor progress and results as we proceed in a particular project.
We also design the specific activities, workshops, tools etc. that are necessary to execute the action strategy decided on.

Step 7: IMPLEMENTATION
Here we carry out the action plan generated to solve the problem, implement new technology or processes, startup projects, etc. This may include team development, training, coaching-on-the-job, etc. We endeavor to ensure all interventions are very much aligned with each other and integrated in your normal business and operational processes.

Step 8: EVALUATE & LEARN
This is the formal closure of the project, review with the stakeholders the activities undertaken and identify the learning.

In this step we try to ‘observe or measure’ the behavior changes that occurred and the impact it had on business results. We also formalize the learning in terms of process: How did we work together, what went well, what can we improve,….? The idea is to formalize the learning and use them for future assignments or for future internal projects in your organization.

The details of the diagram "Cycle of Consulting Process" is given as below:

Step 1
In this step, one or more executives working in the organization feel/realize that something is wrong or that not everything is right with the organization. Generally, a problem is sensed when there is a gap between current performance and the organizational goals. After the gap between “what is” and “what should be” surpasses a certain, an increasing number of functionaries within the organization ‘admit’ to the existence of a problem.

Step 2
After it is established that a problem exists, arguably the most important thing is to accurately define the problem. For example, is the problem one of interpersonal conflict, organizational climate, job design or organization design, member skill inadequacy, or something else? The definition of problem is crucial to the success of any consulting intervention. What would be the outcome of an intervention if the remedy it offers is not suitable for the problem in question?

Steps 3, 4, and 5
The problem definition leads to deriving and implementing solutions as well as assessing the outcomes. The careful planning and execution of the later steps (problem solving) are irrelevant if the wrong problem definition was developed. This again illustrates the importance of the problem-defining process, for little good results from devoting time, energy, and resources to implementing change programs that are the wrong change programs for the organization’s problem. This would become evident once the organization evaluated the outcomes of the change effort i.e., Step 5 only to find that the problem is still apparent. If a new issue or a problem arises during implementation, this is indicative of the fact that an inappropriate intervention was out into action.