Category Consulting

I’ve seen the full range of individuals in the Big Consultancies. E.g. Deloitte do some lovely work in Wellington.

That doesn’t change the problem with the fundamental model of every BigC:

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Our friend and one of the Team Teal, Thi Thanh Hoa Dao, posted this on Facebook today, talking about an all-day workshop we are just finishing up now (we ran another one for a different client yesterday).
The FB translation is passable:

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It is easy with hindsight to explain why improvement interventions had an unexpected result, missed the mark, or did more harm than good, and yet organisations seem to launch into them with the confidence that they will work.

I think some of this stems from the persistence of the fallacy that the world (or at least our workplace) is a simple linear system. And some comes from necessary false confidence from those who know it’s not predictable but they have to motivate the rest who still believe the fallacy.

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When I started out in consulting, I thought I had to show how much I know.

That has several negative effects, but there were even worse dysfunctions lurking.

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There are two kinds of consultants: 

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At Teal Unicorn, we are flat out. It seems that successful consultants always are. The bottleneck is we sell our own minds. It’s not scalable.  

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What is a consultant? We use the term carefully.

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The stories of grotesque consulting fees are legion. It seems to me there is only one way to stop this pillaging. Put some accountability on those engaging them.

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At Teal Unicorn, we have assisted in some amazing transformations of smaller (dozens to hundreds of employees) organisations, but in larger ones, so far we can only get results for a year or two before the immune system gets us, even with the support of the HIPPO.

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From time to time in the consulting business, you hear a variation on “You talk positively about Client X, but I heard it didn’t go so well for you”. Let’s talk about what good looks like in a consulting engagement.

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