You hit the nail on the head. They just tell the person paying what they want to hear. Saying it was suggested by one of the big 4 means they can say what they want without reproach. Dont ask questions cos we paid a lot of money to be told we were right. Youre not paying for advice but the logo on the front.
Talk to a doctor, dentist or tax-accountant and you're consulting. The idea is that they should mobilise resources around the problem you have which needs them, solve it, then go away. The customer starts and ends at the centre.
A Big 4 consultancy works differently due to scale -- they run a job market to maximise staff utilisation. They're at the centre and the customers are resources around the edges. Whatever they learn from one client they'll sell to another, and the trick is to sell the highest value possible from the staff with the lowest salaries so you make the highest profit (hence Deloitte's AI mistake.)
It's not accidental. The partner and remuneration structure demands cross-sell/upsell/resell, which constantly encroaches on ethics. That's why it's not just one of them doing it.
I've run a small consultancy (<10) for twenty-five years. We solve problems that clients genuinely can't, then get out and solve something else for someone else. If we can't solve it, we say so and don't take on the job. it works fine but I knew from the start that I didn't want it to scale. Scaling changes the business.
To answer the question posed: The big consultancies are there either sell their turd wrapped in glitter, or to sprinkle glitter on the turd dreamt up in the C suite.
I must stop reading you over breakfast. The cupping of balls had me spitting my porridge. But nice to see 'jape' make an appearance!
You hit the nail on the head. They just tell the person paying what they want to hear. Saying it was suggested by one of the big 4 means they can say what they want without reproach. Dont ask questions cos we paid a lot of money to be told we were right. Youre not paying for advice but the logo on the front.
Confirmation bias generation business of ‘creating a supporting architecture’ around “who pays, says”, You know, the tail wagging the dog.
Talk to a doctor, dentist or tax-accountant and you're consulting. The idea is that they should mobilise resources around the problem you have which needs them, solve it, then go away. The customer starts and ends at the centre.
A Big 4 consultancy works differently due to scale -- they run a job market to maximise staff utilisation. They're at the centre and the customers are resources around the edges. Whatever they learn from one client they'll sell to another, and the trick is to sell the highest value possible from the staff with the lowest salaries so you make the highest profit (hence Deloitte's AI mistake.)
It's not accidental. The partner and remuneration structure demands cross-sell/upsell/resell, which constantly encroaches on ethics. That's why it's not just one of them doing it.
I've run a small consultancy (<10) for twenty-five years. We solve problems that clients genuinely can't, then get out and solve something else for someone else. If we can't solve it, we say so and don't take on the job. it works fine but I knew from the start that I didn't want it to scale. Scaling changes the business.
Yes, are you in business to make money by solving problems, or to solve problems and thereby make money?
Ive never really understood what consultancy firms do except that PwC counts the Oscar votes so I guess they’re the best.
And even then, they could get it wrong!
They really are just a bunch of useless cunts
To answer the question posed: The big consultancies are there either sell their turd wrapped in glitter, or to sprinkle glitter on the turd dreamt up in the C suite.
https://www.youtube.com/watch?v=3M7SzS_5PlQ
Oh I need these guys to help me justify my next post to myself.