Inspired by a great post on why college students choose
consulting I decided to re-post my series of posts
on consulting, written in 2008 when I was considering a career in consulting.
I was also looking to write a more focused series of blog posts so a blog on
consulting was a good fit. Not knowing anything about consulting at the time, I
also thought it would help me get a consulting job. Ultimately I decided not to
do consulting and doing the blog was part of the reason why.
I looked at why people hire consultants, whether consultants actually have
value, why it’s a good decision for you personally. Here’s the full list of
Information transfers slowly; despite what economists say, firms aren’t efficient and lots of times they can do things better. Consultants have expertise about how to improve management and become more efficient, and when this knowledge is shared/diffused to companies, everyone is better off.
The authors use evidence, and numerous case studies, to explain that
financial incentive plans often don’t work, developing a comprehensive
long-term strategy isn’t that important, most mergers only work under
certain specific circumstances, and company culture can be more important than
hiring the best workers. In each of these cases, studies have shown that the
conventional wisdom is often wrong, and companies, schools or hospitals that
implement evidence-based programs do better than those who don’t.
I got the feeling that our clients were simply trying to mimic successful
businesses, and that as consultants, our earnings came from having the luck of
being included in an elaborate cargo-cult ritual.
A lot of your job as a consultant is selling your services and acting
knowledgeable. Many people are stuck in Dilbert-like situations and will look
at you as a knight in shining armor. For this you’re going to need to be
friendly, personable, and high status; you’re going to need to sell yourself
as an Answer Guy.
As Bob Sutton and Jeffrey Pfeffer point out, it’s
a myth that the best companies are best because they have the best people.
Usually the best companies have great systems that bring out the best in
A one standard-deviation increase in management correlates with a 38
percent increase in sales per employee…smaller firms with better management
out-grow other small firms with bad management…better management is
associated with improved health care outcomes, employee satisfaction, and
energy efficiency…Managers are not well informed about how good their own
management practices are and which areas need improvement.
Another experiment by the same group took a random group of textile firms
in India and provided them with free management consulting. Not only did
performance grow in the firms provided the consulting, but they also said the
reason that they didn’t implement the changes sooner was because they were
not aware of good management practices.
I’ve often tried to help companies do experiments, and usually I fail
spectacularly. I remember one company that was having trouble getting its
bonuses right. I suggested they do some experiments, or at least a survey. The
HR staff said no, it was a miserable time in the company. Everyone was unhappy,
and management didn’t want to add to the trouble by messing with people’s
bonuses merely for the sake of learning.
There’s a selection bias at play…it’s likely that consultants
provide firms with value in excess of the costs of hiring them. Smart firms
realize this, and want to hire consultants. But because they’re smart firms,
they’re probably ahead of the curve and consultants can only provide them
with limited amounts of profitable advice. The firms that need consultants the
most are unlikely to hire them.
Consulting firms can reliably signal authority and
intelligence; bosses may hire consultants to confirm that they’re
correct. To cite one recent example, the US Postal Service hired two
consulting firms so that they could go to Congress and implement a
I have seen some serious analytical firepower (maybe not always with quite
the rigor of an academic paper but for sure at several orders of magnitude the
pace those are developed at) being thrown at what originally seemed like simple
problems – generally things turn out to be neither simple nor elegant in the
end. The art of the trade is to come up with a coherent story in light of that.