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All these places had leaders who said the right things and talked about building cultures of high performance, high standards, and excellence but the lived reality always fell short. In my experience, senior consulting leaders overlook the delicate connection between the business model, and specifically pricing, and high-performing behavior.
This is why consulting can feel more like therapy than businessproblem-solving. This is the value of a consultant, the ability to continue to search for the problem behind the problem. Instead, I turned back to him and said, “Sounds like a talent problem, not a training problem. What do you think?”
Here is McDonald again (emphasis mine): “The emphasis in the GSO was more on why managers did things, as opposed to how they did them. Despite all these bets, the big three still derive most of their income from traditional long-term consulting engagements with large businesses, which are still performing well.
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