I have been in this profession for more than 30 years: first as an in-house consultant in a US corporation, then as managing partner of a pioneering systemic consulting firm, later as founder of a boutique consultancy, and finally as partner in an international firm. Let’s just say: I know from experience what consulting and entrepreneurship really feel like. I greatly enjoy bringing this experience into play when it comes to the development of consultants and their organizations.
As consultants, we see ourselves as trusted advisors. In systemic consulting, this means continuously developing ourselves further, engaging with new trends, and expanding our repertoire in a way that fits our individual profile. But consulting is not just a people business — organizational development matters just as much: strategy and brand, service offering, organizational structures, and a culture of trustful collaboration.
What consultants need today are structures and sparring that strengthen them both intellectually and emotionally. Only then can they deliver excellent work in increasingly demanding client settings. This also changes the expectations placed on consulting firms: How can they serve as a harbor for recharging? How can they drive innovation in consulting? How can they operate efficiently while also developing client relationships and business?