Abstract
It’s not hard to find negative feedback about consultancy in the media:
Their [the pure-play e-consultants] plight arguably has more to do with their own self-destructive behaviour. They weren’t designing websites, they were building ‘end-to-end’ solutions to save a client from getting crushed … ‘You have more money than time,’ they cooed, and billed out their legions of tattooed 20-something webheads at $400 an hour.1
When consultants show up and root around inside your company, several things can happen. They may perform dazzlingly saving you millions of dollars and pointing you in the direction of lucrative new markets. They could also run amuck, costing you tons of money and pushing your company to the brink.2
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Notes
Ralph King, ‘The Talented Mr Greenberg: The Story of Scient and the E-Consulting Bubble’, Business 2.0, May 2001.
Ronald Lieber, ‘Hire a Consultant — and Start Praying’, Fortune, August 1997.
Philip Evans and Thomas S. Wurster, Blown to Bits: How the New Economics of Information Transforms Strategy (Harvard Busines School Press, 2000).
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© 2002 Fiona Czerniawska
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Czerniawska, F. (2002). Introduction: What Clients Want from Consultants and What Consultants Want from Clients. In: Value-Based Consulting. Palgrave Macmillan, London. https://doi.org/10.1057/9780230501980_1
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DOI: https://doi.org/10.1057/9780230501980_1
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