“Consultants are useless.” It’s a phrase we’ve all heard at least once. Yet the consulting market continues to grow year after year. How can we explain this paradox? In this article, I propose to deconstruct preconceived ideas about consulting and explore the real added value that a consultant can bring to an organization.

Consulting: a name that deserves clarification

Let’s start with an observation: today, almost everyone calls themselves a “consultant”. This widespread use of the term has helped to muddy the waters and create confusion about the real role of consultants. To clarify matters, let’s distinguish the main categories of consultant encountered in the professional world.

The strategy consultant

The emblematic figure of consulting, the strategy consultant intervenes at the highest level of the organization. Their role? Accompany management in its strategic choices: market positioning, mergers & acquisitions, international development, digital transformation… They provide a macro vision, supported by in-depth knowledge of the sector and market benchmarks.

The organization and management consultant

More operational, this profile focuses on optimizing processes and improving performance. They often work on subjects that straddle the boundary between organization and IT, supporting the implementation of new tools or the reorganization of departments, for example. His added value lies in his ability to bridge the gap between strategy and its concrete application in the field.

The IT consultant

IT consulting covers a broad spectrum, from project management assistance to technical development. These consultants play a crucial role in the digital transformation of companies, providing technical expertise and project methodology. Their involvement often extends beyond organizational aspects, with technology being no more than a means to an end.

Specialized consultants

There are also many consultants who specialize in a specific technology, business or type of intervention. This specialized expertise is particularly valuable when a company needs to carry out a project requiring skills it does not possess in-house.

Why use a consultant?

To understand the added value of a consultant, we first need to understand how a company operates. A company can be seen as an entity that transforms inputs into outputs, through processes that mobilize human and material resources.

In an optimal operation, all resources are mobilized 100% for the execution of current processes. This is where the first paradox comes in: how can you carry out the transformation projects necessary for the company’s evolution when all resources are already occupied?

Let’s take the concrete example of an ERP implementation project:

• The needs definition phase requires a major investment by business teams
• The specification phase requires technical and functional expertise
• Project management requires constant monitoring
• Training and change must be supported

However, in-house teams cannot devote themselves fully to these tasks without jeopardizing the day-to-day running of the company. This is where the consultant comes in.

The consultant’s double added value

A flexible, expert resource

The consultant provides a punctual intervention capacity, calibrated to the needs of the project. This flexibility enables the company to :

• Carrying out projects without destabilizing day-to-day operations
• Benefit from cutting-edge expertise without having to bring it in-house
• Manage project-related peaks in activity
• Maintaining operational continuity

A contribution in knowledge and methods

More than just a resource, the consultant brings real added value thanks to :

• In-depth knowledge of business processes
• Its expertise in tools and technologies
• Multi-company, multi-sector experience
• Mastery of project methodologies

The keys to a successful mission

For a consulting assignment to be truly value-creating, several conditions must be met:

On the consultant’s side

• A thorough understanding of the issues and the context
• Ability to adapt to corporate culture
• A constant concern for skills transfer
• Rigorous documentation of achievements

On the corporate side

• Clearly defined objectives
• Strong management sponsorship
• Genuine team involvement
• Adequate resource allocation

Short- and long-term impact

A good consultant doesn’t just carry out his assignment. He must create value:

In the short term

• Enabling projects to be completed on schedule
• Providing concrete solutions to problems
• Facilitating team skills development

Long-term

• By sustainably optimizing processes
• Disseminating best practices
• By empowering teams
• Helping to transform the organization

Conclusion

Ultimately, a good consultant is one who knows how to make himself dispensable. His or her intervention must enable the company not only to achieve its short-term objectives, but also to acquire the skills and methods that will enable it to perform better in the long term.

The added value of consulting is therefore measured not only in terms of the deliverables produced, but also in terms of the consultant’s ability to move the organization as a whole forward. This is what justifies the use of consulting: not to compensate for shortcomings, but to accelerate the company’s transformation and maturity.