The Applicability of Traditional Consultancy Engagement

Favouring an Integrated Personable Approach

By Sam Woods
This article reinforces the need for consultants and consultancy agencies to continuously review the strict
emphasis on traditionalist, conservative styles when engaging with modern clients. The widening culture gap
between high growth firms, in particular technology-based companies, and established conservative businesses
is detrimental to the formation of long-term personable relationships. Recently, this author experienced firsthand the different environment of a modernised technology based firm compared to an established consultancy
firm and the challenges that these differences brought. Consultants and their agencies should look towards
addressing this culture gap as a means of asserting a sustainable competitive advantage.

About the Author

Sam Woods is a young
business professional
in the engineering
consultancy sphere.
Whilst working as an
Asset Manager at
SMEC Australia, Sam
has been completing
a
Masters
of
Management at the
University of Sydney. Sam completed a
Bachelor of Project Management in 2014 and
is particularly interested in client based
relationships as well as team performance and
dynamics.

Introduction
Traditional consultancy practices focus on key
principles such as professionalism, impartiality
and conservatism. However, the constant shift
in the business landscape questions the
applicability of highly traditional consultancy
methods and styles in generating close,
personable relationships with modernised
businesses.
The emergence of start-up business culture
and an increasingly relaxed business
environment worldwide (Ortved, 2013) has left
a gap in the market between the traditional,
conservative nature of consultancy agencies
and the culture and attitude of high-growth
firms.
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This article investigates the need for a more

versatile, flexible approach from individual
consultants when working in less conservative
environments. These environments place a
strong emphasis on close, personal
relationships and consultants as well as
consultancy agencies should adapt to fill this
need.

Discussion
The concept of a workplace environment is
rapidly modernising. Key innovators such as
Google and Apple are pioneers of the modern
office. These spaces typically consist of openplan office layouts that foster communication
and collaboration, activities and games to
promote relaxation and everyday essentials
such as eateries and cafes.
This change is in stark contrast to traditional
workplace environments and cultures that
often consist of bullpen cubicles and
kitchenette settings. Even the standard
business attire has taken a rapid change over
the past decade with CEOs and executives
often pushing for a more relaxed business
environment (York, 2008).
This shift in culture has wider implications than
one might think not only due to the
suddenness but also the severity of the
change. The polarisation between modern and
conservative values has a direct impact on
business to business relationships. Software

and technology based businesses are some of

the fastest growing firms worldwide (Bailey,
2014). These businesses are also the pioneers
of the casual, modern business environment
which places them at odds to the traditionally
more conservative consultancy and business
firms.
The fundamental issue, and the core rationale
behind this piece, arises when these two
spheres interact. Hence, the strategic question
for traditionalist businesses becomes how do
we successfully interact with more modern
clients?

HOW DO WE

SUCCESSFULLY INTERACT
WITH MORE MODERN
CLIENTS?
The strategic solution to this conundrum has to
be focused around flexibility and adaptability.
Large, conservative firms have to continue to
give due consideration to the culture and
environment within industries that potentially
represent their fastest growing client base.
Significantly, this focus should be centred
around
developing
close,
personable
relationships with the firm and allowing
individual consultants to immerse themselves
in this new modern environment. Technology
based enterprises will continue to push the
norms associated with business relationships
and hence conservative firms should consider
focusing on the development of more
adaptable consultants. These consultants
could be characterised by their ability to
recognise the requirements of a highly
corporate business environment and those
associated with new age start-up culture.
Furthermore, special consideration should be
given to an alternative personable approach to
consultancy services. This approach has to be
one of immersion. That is, consultants must
continuously engage and work with firms in
long-term placements so as to better
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understand
their
culture,
business
requirements and preferred methods of
engagement. This avoids the danger of
presenting an engagement style that is jarring
and inappropriate for the client.
Critically, this personable engagement style
must differ from existing business-client
placements. A consultant must not only be
allowed to immerse themselves entirely into a
new culture but they should be encouraged
too.

A CONSULTANT MUST NOT

ONLY BE ALLOWED TO
IMMERSE THEMSELVES
ENTIRELY INTO A NEW
CULTURE BUT THEY
SHOULD BE ENCOURAGED
TOO.
The key benefit of this approach is that
consultants are not only able to develop more
relevant and personalised recommendations
for firms, but they are also able to
crowdsource ideas from the client
themselves. By effectively interviewing and
utilising existing staff and stakeholders
experiences and expertise, the consultant will
be better placed to make informed and
relevant business improvement strategies.

Conclusion
In conclusion, consultancy firms can better
interact with more modern clients by
encouraging the immersion of consultants into
new age business environments. This
immersion must be driven by three key factors:
1. The hiring of business consultants that
display an ability to adapt;
2. The emphasis of adaptability to
existing business consultants; and

3. The progressive shift towards an

internal culture that recognises the
need to match clients cultures as well
as needs.
An overall cultural change has to be both
progressive and gradual. However, through
mindfulness and recognition, existing
consultants can identify this cultural barrier
and continue to address it by embracing a
more adaptable business environment.

References
Bailey, M. (2015). The 25 best sectors to be in
for the next 20 years. BRW Available at:
http://www.brw.com.au/p/business/the_best
_sectors_to_be_in_for_the_m02GGAX8FMvy
BEEUstrNNJ
[Accessed 5 Nov. 2015].
Ortved, J. (2015). The Tie Is Dead.. Wall Street
Journal.
Available
at:
http://www.wsj.com/articles/SB10001424052
702304106704579135772899428460
[Accessed 5 Nov. 2015].
York, D. (2008). The Decline in Formality:
Where have all the neckties gone?, Disruptive
Conversations.
Available
at:
http://www.disruptiveconversations.com/200
8/09/the-decline-in.html
[Accessed 5 Nov. 2015].

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