Consulting and industry
In carrying out their core-business, companies, like their employees, often become very sectorial. Consequently, they start to lack a broad and detached vision. So, sometimes, they choose to turn to consultants to renew and expand their spectrum.
The consultant’s broad view is due to the fact that he works side by side with employees from different companies. They are thus stimulated culturally and professionally. They become able to face, in a rapid and frequent manner, even the same problems from different points of view. Sometimes those point of view are divergent, practically they learn how to be industry sophists.
In practice, a consultant brings home not only his experience, but also that of others. Moreover, they haven’t the bias which results from being imprisoned in a solid structure.
In addition to this need that is of a conceptual nature, companies often face more practical needs. For instance, the need to have access to specialized personnel in a short time and without destabilizing the rest of the team.
Sometimes it is not worth hiring staff for non-continuous activities or for on-off-projects people who need to be trained and grafted into the business reality.
These are the conditions that require highly qualified but temporary professionals. On the other hand, the consultant, changing often his working reality, adapts to new environments with extreme agility.
Therefore, bringing a consultant on board means efficiency and giving an added push to the company’s activities (a bit like the Audi’s “cylinder on demand“), also because the others remain focused on normal activities … perhaps absorbing the experience that the consultant has absorbed elsewhere.