"Enterprise" Management Consulting (with code) is what kept ringing in my head reading this article. You hit the nail on the head, though I would also highligh

"Enterprise" Management Consulting (with code) is what kept ringing in my head reading this article. You hit the nail on the head, though I would also highlight this from the article: >But Kimberly-Clark was getting cold feet by early 2016. In January, a year after the initial pilot, Kimberly-Clark executive Anthony J. Palmer said he still wasn’t ready to sign a binding contract, meeting notes show. Palmer also “confirmed our suspicion” that a primary reason Kimberly-Clark had not moved forward was that “they wanted to see if they could do it cheaper themselves,” Kelt told colleagues in January. My own experience (small, not a big-5 at all) with Management Consulting, and following the sales and execution process, was many times this issue. Providing enough information and value to get FURTHER engagements, with many clients seeing "20% increase in savings is better then $xM a year to $firm" (our little firm). Additionally, our company was used as a cudgel against procurement contracts, such as telecom, wherein, if we are brought in, perhaps the 5 year $30M telecom deal would create a cost decrease of 45-55%, so, the incumbent immediately shaved 20% off of the renewal contract, and the company did not engage with our firm further. telecom and IT procurement savings normally dealing with CFO's/CIO's at $1b-$5b companies. Engagements from 3-8 months standard, with a few at several years. Every contract was a big fight of the above push and pull.