Organisations spend considerable money bringing in consultants to help solve problems, improve performance, redesign operating models and deliver transformation programmes.
There is nothing wrong with that. Sometimes you need specialist expertise, an independent perspective or additional capacity to get things moving. However, there is something we have been reflecting on throughout our consulting work.
Is the organisation better equipped to solve similar problems on its own next time?
Consultants are often brought in to deliver outcomes within relatively short timeframes. There is pressure to understand the problem, develop recommendations and demonstrate results. In those circumstances, it can be quicker for the consultant to do the work, develop the solution and hand it over.
Sometimes that is exactly what the organisation needs. We have seen situations where organisations continue to rely on external expertise for problems that their own teams could potentially address with the right skills and support.
What those teams sometimes lack is the time, structure, tools or confidence to investigate problems properly and develop practical solutions. That is where consulting can add considerably more value. Not simply by solving the immediate problem, but by helping people develop the capability to solve the next one.
In a recent engagement, we had the opportunity to help an organisation establish internal capability in Human Centred Design and operational improvement. The objective was not simply to deliver recommendations or complete a transformation project. It was also to help the team develop the knowledge, tools and confidence to continue applying the approach independently.
This influenced how we worked. Rather than developing solutions in isolation, we involved people in understanding customer and employee experiences, challenging existing processes, exploring opportunities and designing practical improvements. We spent time explaining the thinking behind our approach and coaching people as they applied the methods.
At times, it would have been quicker to do the work ourselves. However, that would have defeated part of the purpose. The real satisfaction came from seeing people become more confident in asking questions, challenging assumptions and working through problems themselves. For us, that is one of the most rewarding aspects of consulting.
The measure of success is not how long a consultant stays. It is whether the organisation is stronger when they leave.
Continuous improvement should not be something organisations rediscover whenever financial pressure increases. When Lean becomes associated primarily with cost reduction or headcount reductions, employees may become reluctant to identify inefficiencies.
Sustainable improvement starts with customer value, involves the people closest to the work and becomes part of everyday operations. Better productivity and financial performance should follow from doing those things well. That is how continuous improvement becomes part of the culture rather than another management initiative.
We have noticed that organisations sometimes make capability development more complicated than it needs to be. A relatively simple approach can make a meaningful difference.
Bring a group of operational leaders and employees together for a one-day workshop on Lean Thinking and practical problem solving and ask everyone to bring a real problem from their business.
Over the following three to four weeks, small teams investigate their problems, understand root causes and develop practical improvements. Some problems might benefit from a focused Kaizen workshop. Others might need a Design Sprint to explore a different way of delivering a service.
An experienced practitioner provides guidance along the way, challenges assumptions and helps teams use the right tools. The objective is not to turn everyone into a Lean expert. It is to give people a practical way to understand problems, improve their work and develop the confidence to do it again.
Think about the number of small operational problems that exist in most organisations. Individually, these problems might not justify a major transformation programme. However, collectively, they consume considerable time, effort and money. They also affect customer experience and employee experience.
Now imagine if teams had the skills and confidence to address some of these problems themselves, without waiting for another project or external review. The benefits go beyond financial savings.
Problems can be identified earlier. Leaders spend less time dealing with recurring issues. Employees have greater ownership of how their work is performed. And customers benefit from simpler, more reliable services. This is where the value of building capability starts to become apparent. Of course, not every problem can be solved internally.
There will always be situations where organisations need specialist expertise, an independent perspective or support with complex transformation. Therefore, external consultants should complement internal capability, not become a substitute for it.
This thinking is central to how we approach our work at LeanCX. Equally important to solving the problem is helping people build the capability to continue improving after we leave.
We think good consulting should achieve two things.
1. Help the organisation solve the problem it has today and
2. Leave it better equipped to solve the problems it will face tomorrow
That, to us, is what a successful consulting engagement should leave behind.
Sudharsan Raghunathan
Founder, LeanCX | Sudharsan works with enterprise leaders to redesign how their organisations actually function by aligning people, process, and technology so transformation sticks.
leancx.com.au
