Sometimes strategy and business development work require a bit of external input. That’s why everyone has consultants around every now and then, to broaden the experience base and specialist insights from different businesses. But why do you so easily trust external strategy consultants when they claim they know your business better than you do? Yes, they are usually great at presenting what others have done and giving advice. Yes, they are usually smart people. But are they accountable for your success (or failure)? Do they really beat the collective intelligence of your own organization? Well, when it comes to accountability it will still be you, in the balance, trying to deliver on both growth and profitability. On many occasions, I have had executives tell me, “We just need these consultants to tell us what we already know, so the board is happy”. At other times, managers show me hundreds of PowerPoint slides, wondering what the heck to do with them. Is this a way to hedge against failure, saying, “We just did what the consultants told us to do”?
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