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2 minute read
The situation was challenging. The new account leader had begun forging a strong relationship with the COO, but mistrust was brewing within the international group companies. Revenues were dropping, and maintaining margins was an uphill battle. I was brought in to surface the core issues through a series of interviews. Among the clients were some who were vocal and frustrated, others grumpy, and a few who had completely withdrawn. Despite this, an impressive 90% of them agreed to speak with me – it was clear they needed to vent.
What did I discover? Perceived “exploitation,” “land and expand” tactics, and staff being oversold as experienced when they clearly weren’t. In the world of consulting, such stories were hardly surprising. However, one engagement leader responded with arrogance when challenged, and another disappeared when asked to resolve an issue. The procurement lead, who was tasked with taking a bird’s eye view on consulting delivery and tasked with increasing value, reducing spend, had been dismissed as an obstacle by the consulting country leaders.
Overall, senior execs felt that the consultancy wasn't delivering value, and project leaders felt frustrated and misled. They perceived the firm as selling whatever new shiny thing they had, rather than truly understanding and addressing specific challenges and desired outcomes.
Part of the issue was that historically, the organisation had been quite relaxed about engaging consultants, and those commissioning the work focused narrowly on their own needs, ignoring the broader business context. Mid-level leaders struggled to control costs and outcomes while trying to meet their strategic goals. They wanted the benefits of a multi-disciplinary organisation – joined -up thinking, connecting the dots, and leveraging a cross-functional team – but weren’t getting it. Each engagement leader was working in silos without a structure to support a holistic approach.
The COO made it clear: this new account leaders needed to “move up the value chain” so that their projects not only met immediate needs but also contributed to the wider organisational goals.
I presented these findings at an account team meeting, with a client leadership member present to validate the insights and help shape a new direction. We agreed on a fresh strategy that focused on being deliberate about relationships, account strategy, idea creation, and genuinely understanding what the client meant by "value" (hint: it wasn’t about lower rates). Treating the procurement/account lead connection as a partnership, rather than trying to avoid it, was important to ensure the firm demonstrated they were playing the game. This shift was crucial in addressing the more complex, senior-level relationships and establishing a focus on added value.
What happened next? A remarkable turnaround. Within a year, revenues at this client increased by 40%, including winning a major strategic programme that had been at risk of going to a competitor. The deliberate focus on relationships, strategic alignment, and understanding the client’s broader needs paid off, revitalising the partnership and setting the stage for sustained success.
If this piques your interest, please do book a free 30 minute call with me.