I understand why you’re there, and I’m with you having worked as a consultant in this role a number of places. Once you’re in the seat there’s a way to do it ri

I understand why you’re there, and I’m with you having worked as a consultant in this role a number of places. Once you’re in the seat there’s a way to do it right. The OP’s point about morale impact,however, still stands regardless of a consultant’s intentions, I think. Further, the fact that shorter engagement consultants will not really understand your org even with outside experience which is hugely exasperating for “human capital”, “change management” or “just do X” IT improvement decks. So many organizations go straight to the outside instead of trying to establish some healthy internal dialog around improvement. To me this is an anti-pattern, and happens to be hugely profitable for consultancies.