4 ms·

I have been on the "client" side of consulting engagements and a consultant myself. I think you identify the central truth of consulting: that usually we're no

I have been on the "client" side of consulting engagements and a consultant myself. I think you identify the central truth of consulting: that usually we're not bringing any magic knowledge to the table. However, I think there are other circumstantial values that appear alongside the one you identify. I find that consultants not only provide cover, but also provide a level of focus on non-immediate, but important, problems that doesn't otherwise materialize on its own. Nobody wants to be seen wasting the highly paid consultant's time so you often get people paying attention when they might not otherwise. There's also setting the stage for what ends up as a sort of professional group therapy sessions and with the consultant as a mediator. I think you touch on that, but maybe I see some greater emphasis on that bit.

Ill_ban_myself 7y ago
Consultants have usually seen 10-20 successful versions of what you are trying to do and 3-4 failed versions materialize over the last three years. The difference is usually whether the companies involved had the money and focus to mostly follow the consultant’s plan or whether it gets bogged down in customizations and committees of internal stakeholders at the company. I’ve also seen a couple stall because 3rd party vendors over promised and totally dropped the ball but it’s usually the vendors that the company was locked into before the consultant came on board or some niche product with no good vendors in the space.