One of the most predictable ways to succeed as a consultant is to know the right answers, but offer only those solutions that decision-makers have already decided they want.
But let’s be honest – that’s not really consulting.
That’s insurance.
And it happens every single day. Especially in large corporations and executive-run enterprises – organisations where leadership is accountable to quarterly boards or 3-to-5-year performance horizons. In such places, hiring a top-tier consulting firm is less about problem-solving and more about derisking a decision. The solution may already be in motion; the consultant’s job is to validate the direction, add polish to the proposal, and sign off with a globally recognised brand name.
It’s a beautiful arrangement. If the project succeeds, the CEO claims the win and extends credit to the consultants – everyone walks away with a good story.
But if the project falters?
Well, there’s always the 148-page report that outlines the macroeconomic factors, internal constraints, and a handy appendix of risks flagged in advance. The consultant is absolved, and the CEO retains goodwill.
The organisation, meanwhile, pays not for clarity – but for cover.
Now contrast this with the way consulting is done at Family Managed Businesses (FMBs). The dynamics are entirely different.
The decision-maker here isn’t thinking in terms of this quarter or the next cycle. They’re thinking generationally. Their appetite for shortcuts is limited, and their need for substance is non-negotiable. In these organisations, the consultant is expected to question, diagnose, recommend, and often, to implement. They’re not just signing off on a direction – their job is to help find the right one in the first place.
This is why FMBs don’t usually work with large, anonymous consulting machines. They prefer working with boutique consulting firms that bring both strategic clarity and operational depth. They want advisors who can work shoulder-to-shoulder with internal teams – not just in the boardroom but on the ground. Firms that can adapt their advice to business realities, evolve the plan when required, and most importantly, stay accountable during execution.
Because for an FMB, the consultant isn’t a stamp of approval – they’re a partner in building something real.
And in a world filled with solution decks, that kind of trust-based, implementation-first consulting is rare. But it’s also where the most meaningful work happens.