The use of management consultants by businesses and other organizations is controversial — and its benefits hard to quantify. (The ‘consultancy effect’ is impossible to isolate from other factors affecting the organization.)
Anecdotal evidence and experience, however, suggest that the leaders who derive most value from consultants are those who see them not as ‘fixers’ but ‘facilitators’ come to ‘counter-observe’ the organization and help create or measure its aptitude for change.
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