How consultants really work and solve problems in UK companies

Understanding how consultants work and problem solve in a UK company context

What consultants really do inside UK companies

From the outside, consulting can look mysterious. Consultants arrive, run workshops, ask a lot of questions, then leave behind a slide deck and a plan. For an office manager in a United Kingdom company, it helps to understand what is actually happening in the background, because you are often the person who keeps the whole consulting project moving.

In simple terms, consultants help organisations solve a specific business problem. That problem might be about operational efficiency, reducing costs, improving processes, or preparing for organisational change. Management consulting firms bring a structured problem solving approach, data analysis skills, and experience from other clients and sectors.

How consultants define the problem and build a shared understanding

The first thing a consultant will try to do is define the problem clearly. Many consulting projects fail because the original problem was not properly understood. In a UK company, this usually means a lot of early conversations with senior leaders, operational managers, and sometimes with you as the office manager.

Consultants will often :

• Ask detailed questions about how the organisation works day to day
• Review existing reports, KPIs, and operational data
• Map processes to see where time and money are being lost
• Listen to people at different levels to understand how work really gets done

This is not just information gathering. It is the start of building a shared understanding of the problem. A good consulting approach aims to align leaders, teams, and sometimes external partners around the same definition of the issue and the same long term goals. For office managers, this phase can feel disruptive, because consultants will ask for access to people, documents, and systems at short notice.

Objective analysis and the value of an external view

One of the main reasons UK companies use consulting services is to get objective analysis. Internal teams are often too close to the problem, or there are political sensitivities that make honest discussion difficult. External consultants can say things that internal staff might hesitate to say, and they can compare your organisation with best practices from other businesses.

Typical analysis work in consulting projects includes :

• Data analysis to understand performance, costs, and bottlenecks
• Operational analysis to see how processes actually run versus how they are documented
• Comparisons with industry benchmarks and operational excellence standards
• Scenario modelling to test short term and long term options

For an office manager, this can mean supporting data collection, coordinating access to systems, and helping consultants understand how information flows through the organisation. Your knowledge of how people really work, not just how the process chart looks, is often critical to accurate analysis.

Consultants, people, and organisational change

Consulting is not only about spreadsheets and slide decks. Most meaningful problem solving in a UK company involves people and change. Consultants help leaders think through how a change in process, structure, or technology will affect teams, relationships, and culture.

In practice, consultants help with :

• Planning organisational change so it is realistic and phased over time
• Designing communication plans that explain the problem and the solution clearly
• Supporting training and learning activities so people can build new skills
• Identifying risks to relationships with clients, suppliers, and internal teams

Office managers are often the quiet link between the consulting team and the rest of the organisation. You see how people are reacting, where there is resistance, and where the solving process is causing operational disruption. Your feedback can help consultants adjust their approach so the change is more practical and sustainable.

Short term fixes versus long term operational excellence

Not all consulting work is the same. Some projects focus on short term results, such as quick ways to reduce costs or stabilise a specific operational problem. Others are about long term operational excellence, such as redesigning how a department works or improving cross functional collaboration.

Understanding this difference matters for office managers, because it affects how you plan resources and time :

• Short term projects often move fast and demand intense access to people and data
• Long term projects usually involve several problem step phases, pilots, and gradual roll out

In both cases, consultants rely on strong relationships with clients. Your role in maintaining those relationships, managing expectations, and keeping day to day operations running is often underestimated.

Where the office manager fits into the consulting picture

While consulting firms focus on analysis, recommendations, and problem solving, someone has to make sure the work is actually possible in a busy office environment. That is where you come in. You coordinate rooms, schedules, access to systems, and communication with different teams. You also spot practical issues that might block progress.

For example, when consultants propose changes to maintenance routines, supplier contracts, or office layout, you are usually the person who understands the operational impact. Resources on choosing the right maintenance service providers for your office can be useful background when consulting projects touch facilities, services, or supplier relationships.

By understanding how consultants work, and how their solving process depends on real world operations, you can play a more active role in shaping consulting projects so they support both immediate business needs and long term organisational health.

Why UK companies bring in consultants instead of solving issues internally

Why leaders turn to external consultants

In many UK organisations, leaders do not bring in consulting services because they cannot think for themselves. They do it because they need objective analysis, extra capacity and specialist skills that are hard to maintain in house.

From an office management perspective, it helps to understand the main reasons behind this choice. It will shape how you support the consulting projects that arrive in your building and how you protect your people from unnecessary disruption.

Objective eyes on a messy problem

Most serious business issues are not just technical. They involve people, politics and history. Internal teams often struggle to define the problem clearly, because everyone has a different story and a different interest.

Consultants help by offering objective analysis. They are not tied to internal relationships or past decisions. This distance allows them to :

• Ask direct questions about the real problem
• Challenge assumptions about how the organisation works
• Compare current practices with external best practices
• Create a shared understanding of the situation across departments

For office managers, this “outside view” can be both useful and uncomfortable. You may see consultants question long standing operational routines, including some you helped design. Knowing that this is part of the problem solving process makes it easier to stay constructive.

Specialist skills and proven approaches

Consulting firms invest heavily in methods, tools and learning. They run many consulting projects across different sectors, which gives them a broad view of what works and what fails in similar organisations.

UK companies bring in consultants when they need :

• Specific problem solving skills, such as data analysis or process mapping
• Experience of organisational change and operational excellence programmes
• Structured approaches to define problem statements and break them into manageable steps
• Knowledge of best practices in operational efficiency, cost control and service delivery

Internal teams may be strong operationally, but they often do not have the time or the specialist methods to run a full consulting style analysis. The consultant brings a repeatable approach, from the first problem step through to implementation planning.

Capacity and time pressures inside UK companies

Another very practical reason : people are busy. Operational teams are focused on keeping the business running day to day. They rarely have the time to step back and run a structured solving process on top of their normal workload.

Consultants help by acting as an extra pair of hands and minds. They can :

• Collect and analyse data while internal staff keep operations stable
• Coordinate workshops and interviews across the organisation
• Prepare clear materials for leadership decision making

From your position as office manager, you will often feel this time pressure first. You see teams stretched, meeting rooms full and people juggling priorities. Understanding that consulting support is partly a response to this overload can help you plan space, schedules and communication more realistically.

Short term fixes versus long term change

Companies do not all hire consultants for the same time horizon. Some want short term results, such as quick ways to reduce costs or stabilise a failing process. Others look for long term improvements in operational excellence and organisational change.

Typical short term aims include :

• Rapid cost reviews and savings opportunities
• Targeted problem solving on a single process or department
• Emergency support during a crisis or major incident

Long term aims are more strategic :

• Building a culture of continuous improvement and learning
• Redesigning structures and roles across the organisation
• Improving relationships with clients through better service operations

As office manager, you sit close to both worlds. You see the short term disruption of consulting work, and you live with the long term changes in how people use space, tools and services. Knowing whether a project is short term or long term helps you judge how much to invest in new routines and support structures.

Risk management and accountability

Bringing in a consultant also spreads risk. When a problem is complex or politically sensitive, leaders may prefer to rely on management consulting expertise. This gives them :

• Documented analysis to support major decisions
• External validation of the chosen approach
• A clear record of options considered and rejected

In regulated sectors, or when large sums are involved, this external input can be important for governance. For you as office manager, this often translates into more formal processes, more documentation and more structured reporting around operational changes.

When internal teams are not enough

Sometimes the organisation simply does not have the right mix of skills and relationships to move forward. Internal people may understand the problem, but they may not be able to agree on the solution or lead the change.

Consultants can act as neutral facilitators. They help different groups build a shared understanding of the problem and the options. They can also coach internal leaders on how to manage the change without damaging key relationships clients or between teams.

This is where your role becomes critical. You often know where the real tensions sit, which teams are overloaded and which people are informal influencers. Your insight can make the consultant’s approach more realistic and more respectful of existing relationships.

Cost, value and the office manager’s view

Consulting services are expensive, and UK companies are very aware of this. They expect a clear return, whether in reduced costs, improved operational efficiency or better client outcomes.

From your position, you can often see both the visible and hidden costs of consulting work :

• Time spent by staff in workshops and interviews
• Disruption to normal operational routines
• Extra pressure on meeting rooms, technology and office services

This is also why many organisations look for guidance on choosing and managing external providers. Resources such as this comprehensive guide to office manager service providers can help you understand how consulting fits within the wider ecosystem of external support.

When you understand why your company has chosen to bring in consultants, you are better placed to support the solving process, protect your people and make sure the investment leads to real operational improvements rather than just another report.

The typical consulting problem solving process, step by step

From messy problem to clear brief

In most UK organisations, the consulting problem solving process starts long before any slide deck appears. A client usually calls consultants when there is a messy problem : falling performance, unclear responsibilities, rising costs, or an operational issue that will not go away.

The first job is to define the problem in a way everyone can agree on. This sounds simple, but it is often the hardest problem step.

• Consultants talk to key people across the business, not just senior management.
• They review existing reports, KPIs, budgets and any previous consulting projects.
• They look for gaps between what the organisation says is happening and what is really happening.

The goal is a shared understanding of the issue : what is in scope, what is out of scope, and what success will look like in both the short term and the long term. This is where an office manager can quietly help by making sure the right people are available, rooms are booked, and background documents are easy to find.

Objective analysis and data driven insight

Once the problem is defined, consultants move into objective analysis. Good management consulting relies on facts, not just opinions. In a UK company context, this usually means a mix of data analysis and people focused interviews.

• Data analysis : financial data, operational metrics, time logs, customer feedback, HR data, and system reports.
• Process observation : watching how work actually flows through the organisation, from request to delivery.
• Interviews and workshops : talking to people at different levels to understand how the business really works.

Consultants help by bringing proven approaches from other organisations and consulting firms. They compare your operational efficiency and operational excellence against industry benchmarks and best practices. The aim is to understand root causes, not just symptoms : why costs are high, why service is slow, or why change never sticks.

For office managers, this phase can feel disruptive. There are more visitors, more questions, and more requests for information. But this is also where your knowledge of how things really work becomes valuable input to the analysis.

Designing practical options, not just theory

After the analysis, consultants move into solution design. This is where consulting services can look very polished, but the best work is still grounded in the reality of your organisation.

Typically, consultants will :

• Summarise the key findings and confirm them with the client team.
• Develop several options to solve the problem, with different levels of cost, risk and time to implement.
• Use best practices and lessons from other consulting projects, but adapt them to your specific context.

In UK companies, there is often a balance between short term fixes that reduce costs quickly and long term changes that improve operational efficiency and support organisational change. Good consultants will be honest about trade offs : what can be done quickly, what will require more investment, and where people will need new skills or new ways of working.

Office managers are often the first to spot when a proposed solution will clash with real life constraints : space, systems, suppliers, or existing contracts. Raising these points early helps avoid problems later.

Planning the change and sequencing the work

Once a preferred approach is agreed, the focus shifts to implementation planning. This is where the solving process becomes very operational.

• Consultants break the work into clear workstreams and tasks.
• They define owners, timelines, and dependencies between activities.
• They identify risks, required resources, and key decision points.

In many UK organisations, this plan becomes the reference for the next few months of change. It can cover anything from new processes and systems to changes in roles, reporting lines, or supplier relationships.

For complex operational change, consultants may use tools similar to those used in construction projects, such as detailed checklists and completion lists. A good example from another context is the way a structured punch list supports project completion. The principle is the same : make the work visible, track progress, and close gaps before declaring success.

Office managers often become the informal coordinators of this plan, making sure meetings happen, actions are followed up, and communication flows between different teams.

Delivering change and embedding new ways of working

The final stage is execution and learning. Some consulting firms stay involved to support delivery ; others hand over to internal teams. Either way, the focus is on turning the plan into real change.

Typical activities include :

• Running pilots or trials to test the new approach.
• Training people on new processes, tools, or responsibilities.
• Adjusting the solution based on feedback and early results.
• Tracking benefits, such as reduced costs, improved service levels, or better operational performance.

Consultants help by providing structure, problem solving skills, and an external view. But lasting organisational change depends on internal ownership. Over time, the aim is for the client team to take full control, with consultants stepping back.

For office managers, this is where relationships really matter. Strong relationships with clients internally and with consultants externally make it easier to resolve issues quickly, keep people informed, and maintain momentum when enthusiasm starts to fade.

How this process feels day to day in the office

From an office management perspective, the consulting approach is not just about analysis and slide decks. It changes the rhythm of the workplace :

• More visitors on site, more meetings, and more requests for data.
• New reporting requirements and follow up on actions.
• People asking for rooms, equipment, or access at short notice.

Understanding the typical consulting problem solving process helps you anticipate these demands and protect normal operations at the same time. It also puts you in a stronger position to influence how consulting services are used : where consultants add real value, and where internal teams can take the lead.

Over multiple projects, this learning builds your own expertise in operational excellence and organisational change. You become not just the person who keeps the office running, but a key partner in how the business uses consultants to solve complex problems over the long term.

The hidden role of the office manager in making consultants successful

The quiet coordinator behind every consulting project

In most UK organisations, consultants arrive with a clear problem solving approach, but they cannot do much without someone inside the business who understands how things really work day to day. That person is very often the office manager.

While consulting firms focus on objective analysis, frameworks and best practices, the office manager understands the people, the informal processes and the operational reality. This combination is what turns a theoretical consulting project into practical change that actually works in the long term.

Translating the consulting language into everyday operations

Consultants talk in terms of problem definition, data analysis, operational efficiency and organizational change. Many colleagues hear this and think : “What does that mean for my team next week ?”

The office manager usually becomes the translator between the consulting team and the rest of the organisation :

• Clarifying the problem step so people understand what is really being analysed and why
• Explaining the consulting approach in simple, operational terms that make sense to frontline staff
• Turning recommendations into tasks that fit existing workflows, systems and time constraints
• Checking feasibility when consultants propose changes that may look good on paper but clash with real constraints

This translation role is essential for a shared understanding of the problem and the proposed solution, which is at the heart of effective problem solving in any UK company.

Owning the flow of information and data analysis support

Consultants help by bringing structured analysis and external perspective, but they rely heavily on internal data and access to people. The office manager often controls or coordinates much of this.

Typical responsibilities include :

• Coordinating access to systems, reports and operational data for the consulting team
• Ensuring data is accurate enough for meaningful objective analysis
• Scheduling interviews and workshops with the right mix of people across the organisation
• Flagging where data does not reflect the real operational picture, based on day to day experience

When this is done well, consultants can move faster, reduce time wasted on chasing information and focus their skills on high value analysis instead of basic data collection.

Protecting people, time and operational continuity

Consulting projects can put pressure on teams. Staff are asked to attend workshops, share information and test new processes, all while keeping the business running. The office manager is usually the one balancing this.

In practice, that means :

• Managing calendars so consulting meetings do not damage operational performance
• Helping define problem priorities so the most critical operational areas are addressed first
• Negotiating realistic timelines between consultants and internal teams
• Ensuring that short term project demands do not undermine long term operational excellence

This protective role is rarely visible in consulting reports, but it is crucial for maintaining trust and keeping the organisation stable while change is introduced.

Shaping the consulting agenda through local insight

Consultants arrive with a structured solving process, but they do not know the history, politics and informal relationships inside the client organisation. The office manager often has a deep understanding of these elements.

That insight allows the office manager to :

• Highlight sensitive areas where organisational change needs careful handling
• Point out previous attempts at solving similar problems and why they failed
• Identify informal influencers who can support or block the consulting project
• Suggest practical pilots or trials that fit the culture and operational rhythm of the business

By sharing this context, the office manager helps the consulting team adapt their approach so it fits the organisation rather than fighting against it.

Building and maintaining relationships with consultants

Strong relationships between consultants and clients are a major factor in whether consulting services deliver real value. The office manager is often the constant presence who keeps these relationships healthy.

Key contributions include :

• Acting as a single point of contact for practical questions and small operational issues
• Ensuring communication stays clear, respectful and focused on the agreed business outcomes
• Raising concerns early when staff feel overloaded or confused by the consulting work
• Helping both sides reset expectations when the scope or time frame of the project changes

This relationship management role supports trust, which is essential for honest feedback, better analysis and more realistic recommendations.

Turning recommendations into sustainable operational change

Many consulting projects produce strong reports but limited long term impact. The difference often lies in how well the organisation implements and maintains the changes. Here, the office manager is central.

After the consultants leave, the office manager is usually involved in :

• Embedding new processes into everyday routines and checklists
• Monitoring whether operational efficiency and reduced costs are actually being achieved
• Supporting learning and training so people build the skills needed for the new way of working
• Keeping leadership informed about progress, risks and further problem solving needs

In this way, the office manager becomes the guardian of the consulting project outcomes, making sure that short term improvements turn into long term operational excellence rather than a one off exercise.

Common pitfalls when working with consultants in UK organisations

Misunderstanding the real problem

One of the most common pitfalls in consulting projects is starting with a poorly defined problem. In many UK organisations, the initial brief is based on symptoms rather than causes. For example, leadership may say the problem is “low productivity” when the real issue is unclear processes, outdated systems, or weak cross team communication.

When the problem is not clearly defined, the whole problem solving process is at risk. Consultants will still bring their skills, frameworks, and data analysis, but they may optimise the wrong part of the business. This leads to impressive slide decks, but limited operational efficiency or operational excellence in practice.

Office managers are often closer to the day to day operational reality than senior leaders. If they are not involved early, the consulting approach can miss key operational details, such as :

• Where work actually gets stuck in the organisation
• Which teams are overloaded and which are underused
• How people really use systems and tools, not just how processes are documented

Without this shared understanding of the real problem step, consulting firms may deliver recommendations that look strong on paper but do not fit the organisation’s actual constraints.

Over focusing on short term fixes

Another frequent issue is an over emphasis on short term wins at the expense of long term impact. Many consulting services are scoped around quick results : reduce costs in one quarter, deliver a rapid reorganisation, or hit a specific performance target.

Short term focus is not always bad. It can help build momentum and show that consultants help the client move forward. The problem appears when :

• Short term savings damage long term capability or morale
• Operational changes are rushed without proper testing
• People do not have time for learning new ways of working

From an office management perspective, this can create extra pressure on teams, more administrative workload, and confusion about priorities. The organisation may hit a short term target, but then struggle to sustain the change once the consulting project ends.

Ignoring the people side of change

Consulting projects often come with strong analysis, structured problem solving, and clear recommendations. However, a recurring pitfall is underestimating the people side of organisational change. Processes can be redesigned in a few weeks ; changing habits and behaviours takes much longer.

Typical warning signs include :

• Limited involvement of frontline staff in the solving process
• Communication that focuses on the new structure, not on how it affects people’s daily work
• Insufficient time for training, coaching, and practical learning

Office managers see the impact directly : confusion about new procedures, frustration with new tools, and informal workarounds that quietly undo the consultant’s recommendations. When people do not feel heard, relationships between staff and management consulting teams can become tense, which reduces the effectiveness of even the best designed solutions.

Relying on theory, not operational reality

Consultants bring valuable external perspective, best practices, and objective analysis. However, there is a risk when recommendations stay at a theoretical level and do not fully reflect operational constraints. This often happens when :

• Data analysis is based on incomplete or outdated information
• Workshops involve only senior stakeholders, not operational teams
• Consultants underestimate how complex the organisation really is

The result can be elegant process maps that do not match how work actually flows through the office. For example, a new approval workflow might look efficient on paper but ignore the time it takes for people to switch systems, chase missing information, or manage exceptions.

Office managers are usually the ones who see these gaps first. If their feedback is not integrated into the consulting approach, the business ends up with recommendations that are hard to implement and even harder to sustain.

Weak handover and poor implementation support

Another major pitfall is treating the end of the consulting project as the end of the work. In reality, the most difficult part starts when consultants leave and the organisation has to embed new ways of working.

Common issues include :

• Limited documentation on how to run new processes day to day
• No clear ownership for maintaining new standards and monitoring results
• Insufficient time allocated for staff to adapt and stabilise the change

Without a strong handover, the organisation risks sliding back to old habits. The initial gains in operational efficiency fade, and staff become sceptical about future consulting projects. This also damages relationships with consulting firms and reduces trust in external support.

Office managers are often left to “make it work” after consultants leave. If they are not involved in planning the handover, they may lack the information and authority needed to keep the change on track.

Overlooking internal knowledge and relationships

Finally, a subtle but serious pitfall is undervaluing internal knowledge. Consultants bring fresh perspective, but they do not know the organisation’s history, informal networks, or unwritten rules as well as internal staff do.

When consulting teams do not actively build relationships with key internal people, they may :

• Repeat past initiatives that already failed for cultural reasons
• Propose changes that clash with existing commitments or client relationships
• Miss practical insights that could simplify the solving process

Office managers usually have a wide view across departments and strong relationships with both leadership and staff. If this knowledge is not used, the consulting project may feel imposed rather than collaborative. Over time, this can weaken relationships clients have with consulting firms and reduce the willingness of people to engage with future projects.

Recognising and integrating internal expertise, especially from operational roles, is essential for turning consulting analysis into real, long term improvement.

Practical ways an office manager can get more value from consultants

Shift from passive support to active partnership

To get more value from consulting services, the office manager needs to move from being a passive coordinator to an active partner in the problem solving process. You are often the only person who sees how the whole organization really works day to day. That gives you a unique position to help consultants define problem statements clearly and keep the work grounded in operational reality.

Instead of waiting for the consultant to tell you what they need, you can :

• Ask early questions about scope, expected outcomes and time frames
• Clarify how the project links to wider business priorities and operational excellence goals
• Challenge vague objectives and push for a shared understanding of the problem step by step
• Highlight operational constraints that could block change later

This kind of proactive approach does not slow things down. It usually saves time and reduces costs in the long term, because the consulting team starts with a clearer view of the real problem.

Use your operational knowledge to sharpen the analysis

Consultants bring objective analysis, frameworks and best practices. You bring detailed knowledge of people, systems and informal processes. When you combine both, the quality of the problem solving improves significantly.

Practical ways to do this :

• Review data analysis outputs and check whether they match what you see operationally
• Flag missing data sources that could change the conclusions
• Explain how different teams actually use systems and tools, not just how they are supposed to use them
• Identify quick operational efficiency wins that can be tested during the consulting projects, not only after

Management consulting teams often rely on interviews and spreadsheets. Your insight into how work really flows through the office helps them avoid elegant but unrealistic recommendations.

Protect people’s time and attention

One of the biggest hidden costs of consulting is the time internal people spend in workshops, interviews and meetings. As office manager, you can protect the organization from overload while still giving the consultant what they need.

Consider how you can :

• Coordinate calendars so key people are not pulled into overlapping sessions
• Group interviews by topic or function to reduce disruption
• Set clear expectations about preparation, so meetings stay focused on the problem
• Push back on unnecessary sessions that do not add value to the solving process

This is not about blocking access. It is about making sure the consulting work fits around operational priorities, instead of the other way round.

Build strong, professional relationships with consultants

Consultants help most when there is trust and open communication. You are often the informal bridge between the consulting team and the client organization. The quality of those relationships can make or break the project.

To strengthen relationships clients and consultants :

• Be transparent about internal tensions or sensitivities that might affect the work
• Encourage consultants to explain their approach in plain language, not only in consulting jargon
• Share feedback early if something is not working, instead of waiting until the end
• Model constructive behaviour in meetings, especially when people feel threatened by change

Over time, this builds a reputation that your office is a reliable partner for consulting firms, which can lead to better support and more tailored consulting services in future projects.

Anchor recommendations in realistic implementation plans

Many consulting projects produce strong analysis but weak implementation. As office manager, you can help turn slides into real operational change by focusing on what will actually work in your environment.

Useful actions include :

• Ask for clear ownership, timelines and resource needs for each recommendation
• Check that proposed changes align with existing policies, systems and legal requirements
• Highlight where extra training, new skills or new tools will be needed
• Push for simple pilots or short term tests before large scale roll out

This keeps the focus on long term impact, not just short term wins that look good in a report but do not stick.

Use each project as a learning opportunity

Every consulting engagement is also a chance to build internal capability. Instead of treating it as a one off event, you can turn it into a structured learning experience for the office and the wider organization.

Some practical ideas :

• Ask consultants to explain their problem solving frameworks so your team can reuse them
• Request simple templates for data analysis, meeting notes and decision logs
• Capture lessons learned at the end of the project and share them with relevant teams
• Identify which parts of the consulting work could be done internally next time

This approach gradually reduces dependence on external consulting and supports long term operational excellence. It also helps people feel that change is something they do with consultants, not something that is done to them.

Track value, not just activity

Finally, to really get more value from consultants, you need to track outcomes, not only tasks completed. Office managers are well placed to keep an eye on whether the promised benefits actually show up in day to day operations.

You can support this by :

• Agreeing simple, measurable indicators at the start of the project, such as time saved, error rates or service levels
• Checking those indicators a few months after the consultant has left
• Documenting where recommendations were not implemented and why
• Feeding this information into future decisions about which consulting firms to use and how to structure new projects

By linking consulting work to clear operational and business results, you help your organization make better decisions about when to bring in a consultant, what kind of support is needed, and how to manage the relationship for maximum benefit.