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Was In-house when Bain consultants came along and recommended off shoring 2/3 of the creative department along with several other departments. Work immediately went downhill and the business’ revenue flatlined for next two years… 20b in revenue with steady 4-5% annual growth. After Bain “improvements” that dropped to less than 1%. But who cares about missing out on hundreds of millions of dollars when you can save a few hundred thousand with a brilliant move like that… not sure what’s being taught at HBS these days but it sure doesn’t seem to be good for the world.
The more time I spend with top-level consultants, the more I realize their only real goal is to help pump share price or to maximize value around an acquisition. All the talk about “efficiency” and “right-sizing” is never about long-term health or success, it’s about giving c-suite soundbites to feed to investors for short term gains, often at significant long term expense. Their “proprietary” dashboards all seem to be about the same with only very subtle differences. And the playbooks they run are as predictable as they are interchangeable. It’s a world of nothing more than soul sucking, self serving, sellouts.
Join this bowl. It’s chock-full of consults from “The Big 4.” You’ll get real insight into the depraved characteristics of these “consultants.” They shouldn’t be consulting anyone about anything.
Either they haven’t been listening to you or they haven’t gotten a proper brief