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So the other day a bunch of smug “future of work” “workforce transformation consultants” came and talked to us about our client’s future workforce and made baseless claims about what jobs and processe

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It really sounds like @OP is a technology consultant who doesn't understand the business side of an organization. Workforce transformation isn't tough to understand - the name of that group is literally a description of their work. They look for broad solutions to optimize a company's workforce and introduce automation where appropriate. This isn't my group, and I don't have bias towards them, but it's clear OP lives in a silo and thinks his / her work and POV are the only important ones.

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^pitch-perfect response. “I wasn’t there, and I have no frame of reference other that the first-hand account of a person who was actually there, but I’m going to go ahead and make a bunch of unsubstantiated assumptions that aren’t supported by any objective or subjective data. This is an opinion formed completely in a vacuum. And I’m sure I’m right" These are the worst qualities a consultant can have, and the feeling of not wanting to work together is mutual, SC2.

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This is how I feel when Deloitte comes to Google

likefunnyupliftinghelpful

This is legit how I feel when consultants try to sell Robotics Process Automation or Cognitive process improvements. Most consultants are nowhere near close to selling AI rather just scripting that the industry has had for years.

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McK1, ever worked with Deloitte? OP is basically describing our bread and butter engagement.

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s can be automated. These guys are HUMAN CAPITAL consultants and are weighing in on what business processes at a client they have no knowledge of should be automated. With no strategy in mind and didn’t seem too keen on “getting into the weeds” of matching strategy to their “model” (which they clearly couldn’t explain in technical terms- just fumbled around parroted buzz words). I really wish there was someone I could complain to about these people bellying up to our project and making fools out of themselves. Their “compose” “imagine” “activate” methodology was the FINEST example of cockamamie bullsh*t consulting jargon and my clients would laugh it out the door. These guys are way out of their lane. Want to talk about automation? Fine- but look at it thru an HR lens and leave business expertise to strategy and analytics and business experts.

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So basically... the Bobs?

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likefunny

Really thought OP was describing other Deloitters

likefunny

You sound like you need to take a breath OP, this comes across very superior. Have you never done slightly shoddy work but tried to run with it anyway?

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Google bringing the heat

likefunny

I was 100% cringing as I read this thinking this must be what our industry clients feel when they see us rock up.

likefunny

To be clear i am describing other Deloitters. These little geniuses are in our human capital consulting group. More specifically workforce transformation- whatever the hell that is.

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@OP That's a flaw in your logic. If the client's POV was the only one that mattered, they wouldn't hire consultants at all. Try to take a step back and understand what the WT team was bringing in. HC consultants aren't HR consultants, they are business consultants and redefining an operating model is a huge part of what they do.

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I disagree completely with SC2’s logic, which is centered on the premise that all consultants actually know what they are doing, give consistently sound advice, and understand the nature of their clients. This is flawed, through and through, and if you don’t understand this then you haven’t played this game enough. I just finished a call with a consultant that my client has hired to advise them on something, and it is obvious that he has no idea what he is doing, but talks a good game. As I peel back the layers of his though process, and he stumbles to answer questions that one step removed from lofty strategy buzzwords, it becomes more and more clear that his mere presence at my client will cause more trouble than it is worth. It’s easy to pick on IT implementors as being “siloed”, but the reality is that at the end of the day, our deliverable isn’t a perfectly aligned PowerPoint deck with fun buzzwords; it’s a system that has to work when you turn it on. Upstream from us are fluffy idiots like the HR people that OP is complaining about, making requirements that aren’t bounded in reality, or introducing noise to a process that can’t actually be translated into something tactical. To tell us that we are siloed isn’t fair, or really intelligent. We are the terminus of a process that starts with you. Mistakes made at your level eventually trickle down to us, and we are the ones who have to deal with it. By then, you have already Mary Poppins’ed your way through two other clients while we are left holding the bag So pardon us IT folk for having little patience with people who have less than 6 years of experience telling our clients how they should run their F100 business. I understand it’s the nature of the beast, but it doesn’t change the absurdity of the situation. And it certainly doesn’t lesson the pain

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OP, well they did transform your workplace. Just into a personal hell.

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So much butthurt on this thread. I am not a WT consultant, but operating models - again - are a big part of what that team does. OP is the only one who was in the room and their attitude alone tells me they aren't someone who is open to new ideas, is unwilling or unable to collaborate, and is someone I wouldn't want to work with. Those are not good qualities in consulting.

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As a Deloitte fish I’m embarrassed by this post. Not as much by the allegation of oversimplification, buzz words, and less than fully thought out ideas, and much more so by how publicly abrasive OP was and how willingly OP talked trash about his colleagues. The WT folks might need to deepen their thinking and expand beyond high level jargon, but that can happen with time and hard work. Teaching respect, class, and social graces to a butt hurt consultant sounds like much more of an uphill battle.

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No they weren’t that kind of consultant. They had some mal-formed bs “methodology” about how the client can rethink their work/workforce/workplace in three steps (compose imagine activate). But they didn’t seem really clear on how they will learn about what it is the client actually does or what the client will/should be doing from a strategy standpoint or how even to advise on finding that out. Basically if was human capital people wanting to sell us on some nonsense creation of theirs that was the equivalent of a car with doors that don’t open.

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What’s worse is when human capital people try to run technical projects. Worst experience in my life.

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Compose, imagine, activate. Step 1: steal underpants. Step 2: ?? Step 3: profit.

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