{ "media_type": "text", "post_content": "What is the business case for why my firm hires so many contractors and sells so much staff aug work while claiming to be a transformation and strategy firm with an “enviable culture”?", "post_id": "5e977ad1cfe4680027193184", "reply_count": 9, "vote_count": 2, "bowl_id": "552d1d24dc1c586b09d2d051", "bowl_name": "Consulting" }

What is the business case for why my firm hires so many contractors and sells so much staff aug work while claiming to be a transformation and strategy firm with an “enviable culture”?

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No its the other way around actually. They started as genuine, impactful management consulting firms and then pivoted into staff aug/implementation behemoths because $$$$

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One of those things is called "money", the other thing is called "branding". Only one of those things matters

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Can't speak to NH, but that's the case with just about every name brand federal shop, B4 included--lots of staff aug and implementation work because that's where a ton of money is.

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NH tried to hire me for a massive transformation, dedicated to a full time staff Aug client. That's the model they want to be. That's the model my firm wants to be too. Like your firm, they sold me on strategy because they couldn't get me to join if they said implementation. That's the model all the firms are running towards. Even MBB are building out their implementation arms. The only firm I know that did it right, was ACN who beat everyone to the implementation game and then worked their way up. When a client wants both tech and strategy, it's a much easier sell to go with them, than to go with the "strategy expert, but also a tech group we hobbled together last year"

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I agree, implementation varies. Strategy doesn't vary as much, at least not to the employees who are selecting firms to work for At most generous, I'd apply it to the initial discovery / opportunity evaluation phase, all the way to process design. Once you get to solution design you're really stretching it.

Are there successful firms that started this way and eventually pivoted into a genuine, impactful management consulting firm?

I don't get what's all the hate with implementation. Given where you are implementation life cycle it gives an opportunity to exercise your planning, scheduling, following through, accountability (self and others), pragmatism and quick decision making (fire drills) skills. People can dream up cool things but it takes time and skill to make it REAL

Margins are higher up front. Hours are longer and pay is lower later on.

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