Why does management consulting need to reinvent itself?

‘Don’t tell them you’re a consultant’. I’ll never forget this phrase, uttered by one of my clients a few years ago, when I was taking over a difficult project from a renowned management consultancy. At the time, those words gave me a jolt. So that’s where we were? The malaise was so deep that the very model of consulting was being called into question? That the very figure of the consultant had become problematic, even tainted by suspicion? Something was definitely wrong.

This observation was not a revelation, but rather a confirmation of what I had been feeling for a number of years. A confused feeling that the classic consultancy model had run its course and that a profound change of perspective was needed.

My analysis has not changed since then. After more than 25 years in the consulting business, I am convinced that the old recipes no longer work and that the future belongs to those who know how to review their approach on at least three levels: resources, attitude and corporate culture.

A successful model is first and foremost one that relies on the right resources.

This may seem obvious, but I’ve found that many problems stem from a mismatch between the company’s needs and the profile of the consultants involved. What is a good profile?

First and foremost, it is the person whose level of seniority is appropriate to the complexity and challenges of the assignment. All too often, the senior profiles of consulting firms are content to be present at the launch of the project, which they then entrust to young, inexperienced profiles. This has two consequences: a sometimes glaring difference between the level of expertise advertised and the quality of the actual services provided; and the mechanical application of standardised solutions, decided far from the field and therefore often unsuitable.

A good resource is also a profile whose skills correspond as closely as possible to the needs expressed by the customer, using a tailor-made approach. Big firms, in their race to optimise, often try to mobilise 100% of their permanent staff… even if it means offering unsuitable profiles! Why not look outside the firm for the rare pearl, for example from a community of freelancers? Offering the right skills at the right time requires a good dose of agility, responsiveness and openness to external ecosystems!

Another priority is the posture of consultants.

In contrast to this rather unattractive portrait, I believe in another model: that of a consultant who listens to people, who is close to them – not just to the directors, but also to the managers and their teams – whose target is to give meaning, to value and to co-construct without wanting to impose, but also to challenge and question habits. In the end, it’s the job of a more human consultant, capable of bridging the gap between the strategic will of management and the interests of individuals on the ground.

In my opinion, the key lies in a change of attitude, based on humility and attentiveness. It is not a question of uniformly deploying the same standards and the same templates, but of proposing customised solutions, adapted to the situation, the context and the forces present.

We need to reflect on the corporate culture developed within management consultancies.

Traditionally, a career in a management consultancy is punctuated by successive grade changes: a hierarchical ascent associated with increasing responsibility, a salary increase and a gradual move away from operations. A strong culture of hierarchy, profit-seeking and power struggles… these are the driving forces behind the way many consultancies operate. Sometimes to the detriment of valuing the work done in the field and a pay policy that reflects the value actually produced.

I believe that in the future, the sector will have to develop a much more transparent culture that focuses more on the quality of the work done, where bonuses will be allocated equally to those who generate new business for customers. In my view, it is important to smooth out hierarchies and move towards more horizontal models in order to develop a sense of belonging among employees, no longer to a company in the traditional sense, but to a community. Times are changing, and the new (and not-so-new) generations no longer subscribe to the great corporate discourse: they are looking to join flexible structures that share their vision and values, without encroaching on their freedom. It’s a paradigm shift that requires consulting firms to take a long, hard look at themselves and develop strong convictions at the very top.

The management consultancy sector is a plural and complex world, covering a wide range of realities. I have worked in this environment for many years and have developed my own vision. I don’t claim to hold the truth; I simply hope to open up other avenues and contribute to proposing other models, to reinvent our profession… and to hear our clients say more often: ‘Above all, tell them that you’re a consultant’!

The pessimist sees a problem in every opportunity; the optimist sees an opportunity in every problem. Winston Churchill

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