Culture, Method and Results: Beyond Consulting

When a Model Cracks

For years, technology consulting stood at the center of corporate transformation.
Large firms built their success on the ability to integrate complex systems, collect data, translate them into solutions, and guide corporate decisions. Companies, lacking equivalent tools, paid high fees to access what couldn’t be found elsewhere: methodological rigor, operational clarity, and safe direction.

That time is over.
Not because consulting is “useless,” but because the context has changed radically. Today, analysis and implementation are no longer the exclusive domain of a few. With a single click, a company can generate benchmarks, competitive landscapes, and industry reports. Generative AI has reduced what once took weeks to just minutes.

This isn’t a technical detail—it’s a paradigm shift. If output has become a commodity, the value no longer lies in the document delivered. It lies in what remains.

AI, Offshoring and Platforms: Consulting’s New Fault Lines

Three forces are shaking the foundations of the industry.

1. AI as the universal “junior consultant.”
Data collection, insight synthesis, polished reports—AI now does all this faster, cheaper, and often better than most human consultants. Information asymmetry is dissolving.

2. Relentless offshoring.
An IT consultant in Germany may charge €70 an hour. In India or Eastern Europe, the same work can be done for €20. In a remote-first global market, price pressure is inevitable.

3. Freelance platforms.
Just as Uber disrupted taxis and Deliveroo reshaped food delivery, consulting marketplaces now let companies “order” a consultant for a project—choosing by rating, cost, and specialization. The brand barrier once protecting big firms is eroding.

The Crisis of Traditional Consulting

Big players feel the pressure.

• In 2023, Accenture announced plans to cut about 19,000 jobs and, in 2024, launched a new $865M restructuring plan—a signal that even leaders can no longer rely solely on the classic billable-hours model.
• In 2024, Capgemini lowered revenue guidance in key sectors, protecting margins but admitting demand is shifting toward faster, more concrete projects.
• Even national players like Engineering have introduced reorganization plans and early retirement schemes, proving that transformation affects everyone—from global giants to local champions.

Companies aren’t giving up consulting, but they are changing how they use it:

• less baseline analysis,
• more implementation,
• fewer billable hours,
• more measurable outcomes.

The consultant is no longer the guardian of rare knowledge. They’re one player in a crowded market where differentiation doesn’t come from access to data but from the ability to translate it into value that lasts.

Culture: The Enabler of Everything

Peter Drucker said it decades ago: “Culture eats strategy for breakfast.”
It wasn’t a motivational quip—it was an observation of reality.

Strategies may look elegant in PowerPoint, but their survival is decided in hallways, in video calls, in daily chats. That’s where culture reveals its strength—or its fragility.

A strong culture:

• gives people the confidence to say “I believe in this” when facing a plan,
• turns goals into daily behaviors,
• transforms change into shared energy.

Without culture, even the best method stalls. With culture, strategies come alive almost on their own.

Method: From Billable Hours to Products

Hourly consulting is the fast food of IT: it fills you up quickly but doesn’t truly nourish.

The future lies not in selling time but in creating engagements with the structure of a product:

• with a clear lifecycle,
• with measurable impact,
• with a defined experience for those involved.

A real method doesn’t just prescribe what to do; it walks alongside in implementation. It doesn’t impose from above, but roots shared practices within teams. This is how consulting transforms into partnership.

Results: From Output to Outcome

Here’s the crux: it’s not about what you deliver—it’s about what remains.

• Output is a report, a slide deck, a deliverable.
• Outcome is the transformation that endures after the consultants are gone.

Results aren’t only technical. They’re also:

• the trust within teams,
• the confidence of decision-makers,
• the value that continues long after project completion.

This is why measurement matters. Not for vanity reporting, but for shared accountability. Without metrics, progress is opinion. With metrics, it becomes collective knowledge.

From Consultant to Partner

The consultant of the 20th century was an advisor: gather data, issue recommendations, leave execution to the client.

The consultant of the future is a partner in transformation:

• engaged from start to finish,
• sensitive to cultural and organizational constraints,
• helping to put strategies into practice,
• building trust, not just analysis.

It’s no longer about slides—it’s about standing beside leaders when stakes are high and the path is uncertain.

A New Paradigm

We’re not witnessing the “death” of consulting, but the end of its traditional form.

Consulting is evolving along three dimensions:

1. Culture as the glue that turns plans into practice.
2. Method as a product, not just billable hours.
3. Results as outcomes that are concrete, measurable, and lasting.

The industry’s future lies in moving beyond output to the value that remains.

Conclusion: The Choice

For those leading complex organizations, the question is simple: do you want to consume consulting, or do you want to build value?

We believe the answer lies here: culture, method, and results. Not as slogans, but as everyday practice.

👉 We design projects that blend technological rigor with digital humanism, helping enterprises and organizations turn complexity into value that lasts. If you want to explore how these principles can shape your business, get in touch with us.