In early 2013, we were invited by the chairman of a major IT/Outsourcing provider to analyze their business and determine why their significant acquisitions of strategy/operations/general consulting skills had not created a “McKinsey-Killer”.
The chairman believed that their IT skills and consulting abilities should have blended together to create a very strong competitor in the market – which should have toppled McKinsey BTO. Despite some big wins in the early days, the consulting team has been marginalized over the last 5 years and currently contributes <4% of revenue, <1% of profit and no consulting director sits on the operating committees, board, management committees or business division councils.
Our findings, shared in this podcast, present important lessons for any IT, engineering or audit firm trying to “bolt-on” their existing technical skills to create a consulting firm which is unique and useful to clients. All information has been approved with the client for sharing.