Why Big Firms Are Selling Illusions, Not Solutions

Big consulting often promises transformation but too often delivers little beyond inflated costs and buzzword-laden reports. Many consulting firms—particularly the large ones—make billions selling pre-packaged “solutions” and resold technologies with little regard for genuine client outcomes. As many corporate leaders have found, entrusting consultants can lead to repetitive cycles of “strategic sessions” with minimal long-term results. Why, then, do organisations continue to rely on them? This article breaks down the consulting model, exposes key red flags, and explores why it’s smarter to empower your team instead of leaning on these consulting giants.

The Business Model of Selling “Solutions”

At the heart of large consulting firms’ business models is the idea of reselling other companies’ technologies, packaging them into costly frameworks, and positioning them as transformative. This approach allows them to maximise profits while minimising actual innovation.

1. Reselling Without Ownership Most consulting firms are brokers rather than creators of technology. They often build partnerships with software vendors, reselling or implementing these solutions for clients. The issue here is twofold: consultants profit through mark-ups, but the technology is neither developed nor genuinely understood by them. Their profit motive is often in conflict with providing the best solution for a client’s unique needs.

2. Process Over Substance Consultants rely heavily on complex process diagrams and extensive proprietary methodologies. These methods are designed to create a fa?ade of uniqueness and rigour, yet they’re applied in nearly identical form across clients. What companies often receive are cookie-cutter solutions dressed up in consulting jargon.

Key Red Flags of Non-Trustworthy Consultant Behaviour

The signs that a consultant’s agenda may not align with your best interests are often apparent:

1. The Promise of High Value without Real Proof Consultants often claim that their approach will yield transformative results, but they rarely provide measurable proof. Case studies, when available, tend to rely on vague metrics or unverifiable claims. An honest provider should be able to demonstrate clear, verifiable outcomes, preferably with numbers that align with your goals.

2. Buzzwords over Basic Needs In an attempt to build perceived value, consultants frequently lean on industry buzzwords like “AI-driven transformation,” “digital synergy,” or “next-gen processes” while ignoring the day-to-day needs of the client. If you notice consultants focusing heavily on jargon, it’s a signal that they may be covering up a lack of true insight.

3. Inflating Simple Tasks Many consultants prolong simple tasks to stretch billable hours, all the while suggesting additional (often unnecessary) phases of work. An honest approach is one where the value is evident early, and project timelines don’t keep expanding without clear, justifiable reasons.

The Reality of Corporate “Benefit”—or Lack Thereof

If the consultancy model truly provided value, we would expect to see industry-wide advancements as a result of their influence. Yet, case studies and client testimonials frequently reveal that the impact is either short-lived or entirely lacking.

1. Where’s the ROI? Consulting engagements, particularly with large firms, are often so costly that the return on investment (ROI) is negligible. In fact, the high costs may absorb any potential savings or benefits that come from their “improvements.” Despite these expenditures, few companies report lasting changes. True business growth rarely results from pre-packaged solutions.

2. Long-Term Impact—More Harm than Help? The repetitive nature of many consulting methods tends to limit a company’s potential for genuine innovation. Firms that rely heavily on consultants often find themselves in cycles of standardised processes rather than nurturing in-house skills or creativity. As such, these cycles leave clients more reliant on consultants rather than fostering the independence they need to thrive in the long term.

How to Navigate Without Consultants

Empowering your team and organisation to take the reins on strategy and improvement can save significant resources and result in solutions better tailored to your needs. Here’s how:

1. Educate and Empower Your Workforce Instead of outsourcing critical thinking to a third party, invest in training, development, and knowledge-sharing within your organisation. Empowering employees to learn and grow creates in-house expertise that is both deeply informed and committed to your unique challenges.

2. Invest in Internal Talent Look to develop a dedicated team within your organisation that can tackle the complexities consultants often handle. Not only will this save costs, but it will ensure that the knowledge remains within your company and that your strategies are based on an authentic understanding of your business’s needs.

3. Focus on Data-Driven Decisions Embrace a culture of data transparency and critical analysis within your teams. When every decision is based on concrete data and reviewed by people who know the organisation from the inside, there’s less room for costly misdirection.

Conclusion

For organisations looking to make genuine progress, it’s time to move beyond the allure of consulting giants. While these firms may offer polished presentations and sophisticated processes, the results often fail to deliver. The better path forward is to invest in your own people, build internal expertise, and empower them to make informed, innovative decisions. Real growth doesn’t come from outsourcing critical thinking—it comes from fostering it within.