In his Good Strategy Bad Strategy, Richard C. Rumelt argues that strategies forged across corporate and government agencies have been examples of "Bad Strategy", which he defines as a) fluff ("gibbereish masquerading as strategic concepts" is one of my favorite lines in the book), b) failure to face the challenges, c) mistaking goals for strategy, and d) bad strategic objectives, or when objectives fail to address the core challenges. Bad strategy is not, he argues later in the book, miscalculation, or the lack of success. Rather, its superficial, the "active avoidance of the hard work of crafting a good strategy". The book is a must read for anyone who wants to do, well, anything, whether it's launching a business or planning a wedding.
Similar to Jonathan A. Knee's The Platform Delusion, that works to dispell the magic aura around the word "platform business" to remind us that, at the end of the day, the fundamentals of maintaining competitive advantages and achieving and communicating a strong product-market fit, are what defines a sustainable business. Strategy can be fun and full of ambitious goals (the Big, Hairy, Audacious Goals, or BHAG, are common to any introductory MBA course) which can be useful to a point. Real strategy means knowing where actionable intelligence can be founded and directed; which actions are most likely to lead to the desired outcomes, and the recognition that we swim in adaptive systems that must be understood enough to know yourself, your competitors, and your customers. This is, of course, hard to do.
Hence the management consulting industry has become a critical add-on to the excutive boardroom. Over decades of speaking with C-level executives, we have seen the application of previous engagements have been largely tactical or attacking a specific node--and this assumes that companies have integrated a consultant findings into their strategic roadmaps. The vast majority of clients, we have found, no not.
Let's Do Something Different
We launched Elian Capital to, pardon the French, cut the crap out of bad consulting (to borrow from Rumelt). Regardless of size, business model, sector, or geography, clients need more than just temporary fixes or short-term solutions. They require a partner who can help them navigate challenges that thrive in dynamic environments. Gone must be the days of convoluted strategies and jargon-filled presentations. Our new approach cuts through the noise, delivering clear, actionable insights and recommendations. We believe in transparent communication and simple, effective solutions that our clients can easily understand and implement. Rather than getting lost in processes or deliverables, we focus on outcomes (which we consider catalysts or jump off points) which emerge from actions quantified in metrics. Furthermore, while quick wins are important, we believe in building for the future. Our strategies are designed not just to solve immediate problems but to position our clients for long-term success. We consider industry trends, emerging technologies, and potential disruptions to create resilient, future-proof solutions. We are not just advisors; we're partners in our clients' success. This means we're invested in their growth, celebrate their victories, and stand by them through challenges. We integrate seamlessly with our clients' teams, fostering knowledge transfer and building internal capabilities that last long after our engagement ends. And last in the age of big data and advanced analytics, gut feelings are no longer enough. Our approach leverages cutting-edge data analysis techniques to uncover insights, validate hypotheses, and make informed decisions. We help our clients build a data-driven culture that enables continuous improvement and adaptation.
By embracing this new vision, we aim to redefine the consulting industry. We're moving away from the old model of temporary engagements and towards long-lasting partnerships that drive sustained value. Our success is measured not by the number of projects completed, but by the long-term success and growth of our clients. In a world where change is the only constant, this new approach to consulting provides the agility, insight, and support that businesses need to thrive. We're excited to embark on this journey with our clients, helping them navigate the complexities of modern business and achieve their full potential.
Integrating Tomorrow into your Strategy
In an era of rapid technological advancement and global interconnectedness, the consulting industry stands at a crossroads. As we look to the future, it's clear that consulting will undergo significant transformations to remain relevant and valuable. Here's how we can expect the field to evolve:
1. AI-Augmented Expertise. Artificial Intelligence will not replace consultants but will become their indispensable ally. AI-powered tools will analyze vast amounts of data, identify patterns, and generate insights faster than ever before. This will allow consultants to focus on high-level strategy, creative problem-solving, and building client relationships.
2. Hyper-Specialization and Collaboration. As industries become more complex, consultants will need to develop deeper, more specialized knowledge. However, this specialization will be balanced by increased collaboration. We'll see the rise of fluid, cross-functional teams that come together for specific projects, combining diverse expertise to tackle multifaceted challenges.
3. Emphasis on Sustainability and Ethics. As businesses face increasing pressure to address environmental and social issues, consultants will need to integrate sustainability and ethical considerations into all aspects of their work. This will require developing new expertise and frameworks for helping clients navigate complex societal challenges.
4. Agile and Continuous Engagement Models. The traditional project-based consulting model will give way to more flexible, ongoing partnerships. Consultants will work alongside clients in agile teams, providing continuous support and adapting to rapidly changing circumstances. This shift will require new pricing models and a reimagining of the consultant-client relationship.
5. Focus on Implementation and Measurable Outcomes. Clients will increasingly demand not just strategic advice, but also support in implementing solutions and achieving tangible results. Consultants will need to develop strong change management skills and tie their compensation more closely to measurable outcomes.
At Elian, we are redefining the management consulting industry not only because we see it largely broken--more buzzy or, as Rumelt would say, full of "Sunday" words (words that are inflated and unnecessarily abstruse)--but because there is so much power in "Good Consulting" making lasting, powerful changes to the boardrooms of businesses across country, industry, size or model. This is the opportunity to recreate not just a single company's cash flow trajectory, but also the profile of an entire industry.
Let's build something new!
