Nov

9

Came to our financial firm 2007 and gave a 100 page presentation full of bullet points and cartesian logic (why housing boom will last). Either 3,5, or 9 bullet points per page.

At the end of the presentation I was tempted to go over to the presenter and ask him "why do you love your wife? (I didn't). The answer might have been bullet points.

Pamela Van Giessen writes:

Michael Korda tells in his memoir, Another Life, of the time that Simon & Schuster hired probably the same prestigious consulting firm to study how to improve revenues/profitability. Prestigious consulting firm (after taking the prestigious consulting firm fee) told the publishing company that they should publish more bestsellers.

Laurel Kenner comments:

I bet the prestigious firm concluded with ‘Key Takeaways’ as a final insult to the intelligence of the client.

Asindu Drileba writes:

I heard that people pay consultancy firms not for their knowledge, but for the fact that executives use them as a scape goat. If an executive wants to pursue policy X. They simply hire a consultancy to recommend policy X. If policy X ends up as a disaster (legally, morally or financially). They can simply say "Policy X was an idea from XYZ consultancy", we had nothing to do with it.

Peter Ringel adds:

a variation of this are fighting owners/ partners about policy. If decision pipelines are blocked, external council is used. Like a neutral arbitrator. I think, these are the main situations externals are used. Usually a good reason to short the entity, especially outside of markets. If they don't have the capability to decide and act on strategy in-house, it‘s a red flag.

Henry Gifford responds:

Even better is hiring a licensed engineer to instruct everyone to do something stupid that they know won’t work, so everyone who did as the engineer decided is blameless.

Jeff Watson offers:

A consultant is a person who knows 1000 ways to make love to a woman…..but he doesn’t know any women.


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