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The Three Types of Consultants

November 8th 2009

There are thousands upon thousands of consultancies throughout the world. Indeed, even more have been cropping up recently as leaders and managers, made redundant as a result of the credit crisis, turn to consultancy as a means of earning their income. Despite this abundance, most consultancies follow one of the same two models.

The first, and most traditional, type of consultant follows the business school model. Their work consists of sharing their own or others’ research on effective business practice and behaviour. They then leave it up to their clients to find ways to apply and implement the models that they share.  Once their consultancy is finished, they rarely follow up with clients to see if their programmes have led to changes in behaviour or improved results. 

The second type is favoured by large international management consultancies such as Mckinsey.  These consultants develop a model to analyse a company’s performance and behaviour. But they don’t share the model with their clients. Instead, they use the model to diagnose an organisation’s strengths, weaknesses and challenges and then suggest solutions. They deliver a written report to the senior leaders and encourage them to implement their suggestions.

We at Spoon like to offer our clients a bit more. We recognise that new models, tools and techniques need to be delivered in active, experiential ways that engage participants, embed learning and enable people to do their best work. All training also must be cost and resource effective. We know that new ways of working need to be practiced before being taken into the workplace and then must be integrated into the day-to-day workings of the organisation. We also believe that those who learn our models and techniques should be able to teach it to others. That’s why we offer Train the Trainer programmes to provide real, lasting value and impact for our clients.

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