As consultant I have seen two extremes when it comes to consulting interventions regarding enterprise transformation:
- The ’embedded consulting’ with one or two ‘trusted advisors’ to Senior Management, most of the work done by employees temporarily assigned to the project and a very limited number of specialized consultants focused on specific capabilities that are lacking in the organization,
- A large team of consultants coming in and doing most of the work , delivering finished products (typically the business model of large consulting firms).
There are a few intermediate options still in general it is possible to recognize the pattern of one or the other extreme.
I have observed that the first approach was by far superior when it comes to sustainable results in the organization.
The reasons for this are actually quite straightforward:
- In option 1, the organization shows actual commitment by assigning resources to the transformation project. It shows commitment of the top of the organization, that management walks the talk and this can only be favorable to actual implementation,
- The employees directly involved in devising the transformation are the best spokespersons for what they have setup. As they are demobilized from the transformation project and come back to their usual position they instantly become a strong network of proponents of change embedded in the organization,
- As changes are devised by employees for the benefit of the organization, they are in general more pragmatic and closer to the needs of the organization.
Option 2 remains valid in cases in other projects where the organization’s DNA and culture is not directly touched. For enterprise transformation projects it does not seem to be the best solution, although it might appeal to the senior executives through the power of the brand of some large consulting companies.
A common argument is that only option 2 can deliver disruptive transformation. I do not agree, because employees are often open, much more creative and knowledgeable on what could be done, and their talent can be released by a specific, punctual intervention opening new possibilities.
If you have a project to transform or upgrade your organization, prefer to involve your employees supported by a limited number of senior and specialized consultants. With ’embedded consulting’ the transformation will be sustainable, much better accepted and overall much more successful.
