In my experience 99% of consulting is fully in the business of telling whatever emperor or micro emperor with budget authority that their clothes are just beautiful the way they are. Very few billable hours are people like GP. But maybe Im unlucky.
I consulted for about 10 years and enjoyed building stuff, but I didn’t like how the key metric was “is the client happy? will they extend?” And frequently the client is happy with what is not best.
Now I strive to work in organizations that don’t use or rely on consultants very much. I actually think a health metric for organizations is having low levels of consultants.
In my experience there's a pretty fundamental difference between business consultants and consultants who "build stuff". I've done both and had similar experience to both your experience and GPs experience, but I'd put it down to the expected role of the consultant, rather than the customer.
I consulted for about 10 years and enjoyed building stuff, but I didn’t like how the key metric was “is the client happy? will they extend?” And frequently the client is happy with what is not best.
Now I strive to work in organizations that don’t use or rely on consultants very much. I actually think a health metric for organizations is having low levels of consultants.