Quote:
Originally Posted by Unregistered
Simply because once the consultant is hired into the company as an employee, that ex-consultant loses his/her association and backing of that consultancy. Whatever he/she recommends would be deemed as coming from himself only, and not part of whatever consultancy he/she comes from.
Eg. Your company hires a mckinsey guy, after onboarding to your team he diagnoses your business process problems and recommends a solution. Would your team listen to him more because he is an ex-mckinsey? Or would your team just deem it as nonsense, how can a new guy know better about our processes than us who were around for more than 10 years???
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Which proves one of the above poster's point that consultants are only used for external validation.
Speaking from experience, I trained and worked briefly as a lawyer before moving to a semi-consulting & analysis type role. The commonalities are always the same in both fields. In-house expertise is valued but at the end of the day, management will always engage an external "expert" to validate internal findings and cover their ass. In the end, we usually end up checking the external expert's work, which is sometimes far off the mark and so riddled with disclaimers and assumptions that its practically useless. Good grief man!