[pablobaz]

It's often more to provide backup and justification for a decision. Even if it then goes wrong you can say "Deloitte told me to do it".

While this may be true, it still doesn't take away two strengths consultants can bring: - never underestimate the value an independent view can bring, especially to a big company suffering from group think - secondly, a common consulting practice is to re-sell successful projects to other clients. Obviously not the exact IP, but the experience and general approach. This can be invaluable.

[bob1029]

> secondly, a common consulting practice is to re-sell successful projects to other clients. Obviously not the exact IP, but the experience and general approach. This can be invaluable.

This is basically our business model, combined with a B2B product that supports it. We have developed a very good recipe for a few clients and are now applying it everywhere.

Today, about 80% of our business is a consulting package. The 20% technology setup piece comes after we figure out how to conform the customer to our capabilities.

[kube-system]

Yep, do a successful project, write a case study, and resell it to everyone.

"We here at [consulting inc] have previously implemented [solution] for [fortune 500] in [the same industry] and they experienced [big number]% increase in [metric] as a result."

[juve1996]

I don't buy this argument at all. At the end of the day, consultant backed or not, you're responsible for the implementation. If it fails it's not on the consultants. They're long gone. And someone needs to carry the blame.