What Consulting Should Actually Be

The consulting industry has a delivery problem.

There's a moment most leaders recognize. The engagement ends. The final presentation is clear, thoughtful, even exciting. And six months later, you're looking at that report—if you can find it—and wondering what exactly changed.

The data was solid. The analysis made sense. But somewhere between the final slide and Monday morning, the work lost momentum.

This isn’t about bad consulting. It's about what consulting has been designed to do and why that design falls short.