This week’s The Economist (October 15th 2022) is a special edition on management consulting and poses the question of why, given the “less-than-stellar reputations” of some of the top firms in the world, is the industry thriving? As the founder and Principal of a small, specialized Canadian management consultancy, I’d like to take this opportunity to address some of these concerns and articulate what it is that firms like mine offer their clients. What, indeed, is the value of professional advice?
While I cannot speak to the practices of the large international consultancy firms, I can certainly provide some thoughts about what needs that firms like David Pratt & Associates meet. The Economist article Where next for management’s consiglierie? brings it back to the basics of what is most important, specifically, “talking to clients and understanding their business challenges.” As consultants we frame our advice on the sum of our experience, which provides us with the insights and judgment with which to understand the context surrounding the problems and issues our clients bring to us.
The team at DPA has a very deep background in public service of all kinds. Some of us bring decades of experience as elected officials. Others have worked their way up through government and the armed forces to the highest levels. Still others bring deep industry, academic, not-for-profit and association experience to bear on our understandings of the challenges our clients face. DPA team members have been at the centre of the action in some of the most pivotal moments our country has found itself in. Specific and specialized knowledge and experience of the complicated context around decision making, governance and government processes and priorities has given us a unique view of how things work, and what is needed to move forward. That unique blend of knowledge which we put at our clients’ disposal distinguishes the advice and guidance we offer.
Add to our experience the extensive relationships which our team members possess, build on, seek out and nurture. As professionals, we are committed to working with integrity and adhere to high ethical standards. This is recognized by our contacts, many of whom have known us throughout our careers. We involve ourselves in our communities and we have demonstrated that we can effect positive change. Rather than offering a set of prescriptive services, our management advice to clients is based on immersing ourselves in their teams and environments. This intense listening is then transformed into the kind of tailored support that allows clients to move forward in solving problems and achieving outcomes.
While I have understandably focussed on the specifics of DPA, there are many other firms out there who offer management consulting services. It is well worth making the effort to research the services a firm offers, how the work is done, the backgrounds, skillsets and personalities of the team members, the ethics which govern the work, and the outcomes provided to clients. Beyond this, perhaps the most important factor to consider is that hard-to-define element of “fit”, which is a powerful combination of trust, experience and compatibility. Perhaps it is this ability to seamlessly enhance the client’s team where the real value of management consultants lies.
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