The scenario facing consulting firms is no different to any other organisation: how and what it does is driven by a set of underlying assumptions - assumptions that, in most cases, go unconsidered and undiscussed.
With this foundation in place, an organisation is guided forward in how it chooses to operate; in a consulting firm’s case, this means its approach to engaging clients, what it believes are the issues that matter and, crucially, how it goes about delivery.
The underlying beliefs and the resulting approach act like a pair of train tracks for a particular paradigm; the nature of the client’s experience and what it becomes is now relatively determined. That’s not to say it’s going to be entirely negative. But, without some interfering event, is unlikely to break out into something that represents a new set of possibilities as opposed to a perpetuation of the norm.
Below are some specific examples of what this looks like in practice:
Underlying Beliefs
Old Paradigm (Traditional) |
New Paradigm (Shoremount) |
People will follow facts and rational logic | People will follow belief and emotion |
Bettering people in authority will save the day | Prioritising Leaders leads to more problems |
The mind of the economist and engineer rules | The mind of the artist and poet is equal |
Efficient, standardised and predictable reign | Creative, localised and responsive reign |
Accountability that counts is worker-to-boss | Accountability that counts is peer-to-peer |
All problems are worth expending energy on | Most problems are symptoms, not real issues |
Complexity can be managed and controlled | We can only sense life and respond to it |
Data/information leads to smartest decisions | Intuition can lead to smartest decisions |
External motivation is good and necessary | External motivation is a net problem |
Money is the ultimate motivator | Meaning is the ultimate motivator |
Good governance = quality rules and process | Good governance = quality relationships |
Value is mostly created by those at the centre | Value is mostly created by those in the market |
Operational Approach
Old Paradigm (Traditional) |
New Paradigm (Shoremount) |
Seeks to change external behaviour | Seeks to nurture the heart |
Points to the change needed | Lives out the change needed |
Engagements are chunky and project driven | Engagement model is agile and in real time |
Uses teams of exclusive consultants | Uses a community of peers |
Revenue model is transactional with high fees | Revenue model is relational and diverse |
Sells processes and fixed formulae | Sells conversation and flexible frameworks |
Only entertains the language of commerce | Entertains the language of spirituality |
Promises safety in predetermined outcomes | Offers adventure and new possibilities |
Sees the world through a lens of competition | Sees the world through a lens of partnership |
Heavy on writing reports | Light on writing reports |
Hopes to work with Senior Leadership | Hopes to work with anyone willing to act |
Looks to work on individual parts | Looks to work on a system’s interactions |
Client Journey
Old Paradigm (Traditional) |
New Paradigm (Shoremount) |
Change can be obligated from the top | Change can only be freely chosen |
Expresses leadership as positional authority | Expresses leadership as acts of citizenship |
Looks inwardly to solve internal issues | Looks outwardly to serve an external purpose |
Central money handlers have the last word | The money handler has no special powers |
Low level of information transparency | Defaults to full disclosure of information |
Senior employees are the decision makers | Frontline employees are the decision makers |
Centralised teams are necessary best practice | Centralised teams should be a special case |
Engagement is you buying into my vision | Engagement is you offering your own vision |
Training defaults to a focus on what’s wrong | Training defaults to what’s good and well |
Measurement criteria are set by the measurers | Measurement criteria are set by the measured |
Only a few are resourced to be creative | Creativity and its funding options widespread |
The work is in changing other people | The work is in changing myself |
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