Gross Consulting Mistakes In Transforming IT Shops

Transforming an IT organization involves changes to structure, processes, and even culture. Many firms use consultants for these high-risk, highly complex projects. Occasionally, consultants take actions that hurt the projects and their relationships with clients. From reviewing past engagements, we have identified common mistakes consultants make. The worst offenders were poor use of methodology, high rates for junior consultants, little reuse of assets from previous engagements, and recommendations that ignored company culture and characteristics. Clients are not guiltless, of course, though many of their mistakes stem from asking consultants to stretch past what they promised or beyond their capabilities. To avoid these mistakes, clients must review the planned deliverables within the first few weeks of a project, identify the consultant's limitations, understand the changing incentives for the consulting firm, and identify additional resources that the consulting firm can bring to the project.