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On the other hand, I've also witnessed -- at IBM and elsewhere -- absolute consulting disasters, where virtually everyone involved in an engagement was disappointed; or much worse.  A failed consulting engagement or project is not a pretty sight, especially considering the typically high toll that's extracted in both financial and human terms.

Between those two highly visible extremes, the vast majority of consulting engagements make up the undistinguished middle.  The result may be fair to good, but not great.  Something was accomplished -- but usually at an inappropriately high cost.  What causes those wide differences?  What can be done about it? 

First, what causes such a wide range of results?  Obviously, primary factors include experience and competence – or the lack of it – on the part of the consultants.  Some consultants are not competent.  Some misrepresent their capabilities or experience.  Still others are simply more concerned with billings and "making their quarter" than they are in making sure their client is satisfied.

But I believe the presence of very real cultural differences between many consultants and their clients is also a large factor.  Consultants often think and operate very differently than their clients.  Adding to this disparity, many clients don’t fully understand how consulting engagements are sold; the “ins and outs” of the consulting process; how and why things are done – or should be done – during a consulting engagement.  On occasion, I've even witnessed clients unknowingly sabotage engagements because of their attitude or actions.

Next, can anything be done about it? I believe so, and I established Consulting Intelligence for just that purpose.

We operate only in our clients' best interests, with no connection or obligation -- financial or otherwise -- to any particular consulting firm (see my P.P.S. below).  We employ our extensive consulting industry experience and expertise to provide those clients with insightful information and honest counsel -- as well as an extensive amount of proprietary research including a knowledgebase of client-centric best practices for dealing with consultants.

Our objective is simple, to help our clients' orgaizations prosper by being able to better: identify, evaluate, select, negotiate with, engage and then manage highly qualified consultants.

If you’d like to have a confidential discussion about how we might be of assistance to your organization, I invite you to contact me directly by telephone at +1 727-579-7900 or via email at alohabob@consultingintelligence.com.

                                                                                                                    ---- Bob Brown

P.S.  For those who might be wondering, “alohabob” was my long-time company email address while working in the consulting group at IBM -- and the nickname by which I was extensively known within and outside IBM.  I was given that nickname after my arrival at IBM from the Bank of Hawaii and because I continued to maintain my primary residence Hawaii for a number of years after I joined IBM.

I’ve decided to use the same email address here at Consulting Intelligence.  And yes, I still do answer to "AlohaBob" even though I'm now based on the US mainland in St. Petersburg, Florida.

P.P.S.  Full disclosure.  In 2005 my wife Laura Kolkman established her own consulting practice; Mosaica Partners, to specialize in helping states, regions and other organizations understand, develop and incorporate electronic health information (EHI) and health information exchange (HIE) functionality.  I am an advisor to Mosaica Partners in the areas of business and consulting practices and occasionally participate as an executive consultant and methodology exponent on their consulting engagements.