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Can we just keep it real instead of spouting this garbage. I've worked alongside and gotten close with consultants on the business/management side having been one in software myself.

99% of the consultants who come in are human Powerpoint/Email factories who just happen to have the skill/trait of being extremely insistent. They push exactly what their client wants to hear and are not doing groundbreaking worldchanging work.

In fact in almost every case I worked on, most of the team had literally NEVER done any work in the clients field before, and never performed in the functional role they were being assigned to outside of maybe the partner or project leader assigned to the case who likely had a PHD/MD of some kind in the related field.

As others said, they are there as an insurance policy to throw blame.




A big part of what consultants bring is repeat experience — when you’ve watched multiple clients make the same mistakes, you can credibly speak up.

And for the kind of transformational work that folks like McKinsey would come in to assess, there’s a huge organizational component that’s actually more complex than the technical components. Building a new technology tool is great, but designing the process the tool implements and rolling it out to non-technical users is the job our buyers hire us to do. We would hire offshore engineers if the engineering work were the majority of the work we do — but the coordination overhead is too high.




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