The Value Problem

Our research has consistently indicated that, while clients are very positive about the quality of work done by consulting firms, they’re much less convinced when it comes to the value they add. That’s partly a reflection of the diversity of work consultants do—the value created by one project may be quite different to that created by another—but it’s also the result of consulting firms’ failure to measure—even talk about—value in a coherent, consistent and compelling way. In this report, we’ll analyse value from a client’s point of view and explore what more consultants can do to demonstrate the value of their work.

Section 1: What is the value of consultants?

Section 2: Do clients think their consulting partners are adding value?

Section 3: How can the value of consultants be quantified?

Section 4: How can firms maximise their actual and perceived value-add?

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Proactively tracking value

Pamela Hackett, Proudfoot
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The factors preventing clients from talking to their consultants about value

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The value of moving fast

Alex Bombeck, North Highland
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Differentiating your value-add

Gary Reader, KPMG
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A buyer's thoughts on value with Paul Alexander, BP

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The value of an agency

Beth Ann Kaminkow, Geometry
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Cultivating a value-oriented skillset

Joël Nadjar, Wavestone
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The importance of measuring value in financial terms

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Reinventing your value proposition

Cyril Francois, Capgemini Invent
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A forward-looking approach to value

Mohamed Kande, PwC
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How frequently clients talk to consultants about value

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