A McKinsey survey I’d like to see . . .

As I wrote in an earlier blog posting, it seems to me like McKinsey & Co. is morphing into a publishing and survey company.  Nearly every other day I get an email and a new McKinsey article based on their research.  For example, here are some of the most recent titles:

  • Are your customers becoming digital junkies?
  • Organizational health: The ultimate competitive advantage
  • What successful transformations share: McKinsey Global Survey results
  • Governance since the economic crisis: McKinsey Global Survey results
  • What directors know about their companies: A McKinsey Survey
Lots of surveys and research.  Most of it is pretty useful, or at least interesting and I read most of them, save a few for future reference and trash the rest.

A McKinsey Survey I’d Like to See:

Here is a McKinsey survey I’d like to see, and I suspect lots of CEOs and executives would as well.

What if McKinsey did a survey on the state of the consulting industry?

I for one know a number of CEOs who would eagerly respond to that survey in order to give the “worlds most respected management consulting firm” some feedback on the consulting industry!

Here are just a few of the questions I would ask in such a survey:  The Current State of the Management Consulting Industry.

  • List the top 5 things you value most about the management consulting industry
  • List the top 5 things you dislike most about the management consulting industry
  • On a scale of 1-10 how pleased are you with the recent work of consulting firms?  Why?
  • On a scale of 1-10 how would you rank the value proposition (cost vs benefit) of recent consulting assignments?
  • How should the management consulting industry change or evolve to add greater value to clients in today’s economy? What would you like to see more of?  Less of?
  • On a scale of 1-10 how sustainable is the work done by consultants at your company?
  • What do you personally value most from a management consulting firm?
  • What do you value least from a management consulting firm?
  • How would you improve the business model of management consulting to deliver more value to clients?
  • On a scale of 1-10 how concerned are you with the ethics and integrity of the management consulting industry?
  • In your personal experience, list the top 5 management consulting firms you have worked with in terms of overall value add to you and your business.
  • Who gives better value; the big global firms or small boutique firms?

We all might get some useful insights from such a survey, consultants and clients alike.

As I have said before, I think it is time for the management consulting industry to transform itself and to rethink its business model and value proposition.  What do clients really want from consulting work?  Should we demand good people skills as well as good intellectual skills from consultants who invade our company?  Some good questions that if openly asked and debated could just help transform the companies that sell transformation.

Tight Lines . . .

John R Childress

E | john@johnrchildress.com      T | +44 207 584 3774      M | +44 7833 493 999

About johnrchildress

John Childress is currently Visiting Professor in Strategy and Culture at IE Business School in Madrid and a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO and guided the international expansion of the company. His work with senior leadership teams has included companies in crisis (GPU Nuclear – owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted consulting engagements in the US, UK, Europe, Middle East, Africa, China and Asia. Currently John is an independent advisor to CEO’s, Boards, management teams and organisations on strategy execution, corporate culture, leadership team effectiveness, business performance and executive development. John was born in the Cascade Mountains of Oregon and eventually moved to Carmel Highlands, California during most of his business career. John is a Phi Beta Kappa scholar with a BA degree (Magna cum Laude) from the University of California, a Masters Degree from Harvard University and was a PhD candidate at the University of Hawaii before deciding on a career as a business entrepreneur in the mid-70s. In 1968-69 he attended the American University of Beirut and it was there that his interest in cultures, leadership and group dynamics began to take shape. John Childress resides in London and the south of France with his family and is an avid flyfisherman, with recent trips to Alaska, the Amazon River, Tierra del Fuego, and Kamchatka in the far east of Russia. He is a trustee for Young Virtuosi, a foundation to support talented young musicians. You can reach John at john@johnrchildress.com or john.childress@theprincipiagroup.com
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