Helping to Build High-Performing Consulting Firms

🔴 EDITION #154 | July 15, 2026

Dear reader, 

Welcome to the 154th summer edition of our newsletter. 

In this edition, the featured article discusses why the internal organisational structure, designed to manage talent and coordinate work delivery, has inadvertently become the primary driver of the go-to-market strategy.

We were very productive again with our LinkedIn activities. Below are the topics we wrote about over the past two weeks. Check it out! 

Enjoy reading,
Luk & Florian

Our New Article

The Internal Org Chart Shouldn’t Dictate the Consultancy’s Go-to-Market Strategy, but in Most Firms, It Does

Most consulting firms possess a significant, unacknowledged flaw at the heart of their commercial operations.

The internal organisational structure, designed to manage talent and coordinate work delivery, has inadvertently become the primary driver of the go-to-market strategy.

This represents a fundamental governance issue in which the way the firm is organised – intended solely for internal efficiency – defines how it communicates with the outside world.

The consultancy lets its internal reporting lines become the blueprint for its external conversations, a decision that fundamentally misaligns the firm’s market voice with the client’s actual needs.

This problem is universal, though it manifests differently depending on the firm's scale and evolution.

Read Our New Article

Our Recent Articles

STRATEGY

Why Many Consultancies Fail to Reap the Benefits of Specialisation

CLIENT ENGAGEMENT

Most Consultancies Design Their Own Scope Creep

BUSINESS GROWTH

Winning Consulting Clients: Start with Their Problem, Not with a Service List

OUR BOOK IS COMING IN 2026:

Consulting Proposition Design Book

Mastering Value Proposition Design for Consulting Performance

Join the waitlist to receive early access, get invited to a few pre-launch activities, and receive the book at the special launch price.

Join the Waitlist

Our Recent LinkedIn Posts

🔴 LUK SMEYERS

COMMERCIAL STRATEGY

Big consulting firms tell us they have no authority to improve their value models. Wrong!

BUSINESS MODEL

What consulting firms can learn from SaaS product start-ups.

CONSULTING PERFORMANCE

Strong expertise doesn't guarantee commercial performance.

CONSULTING VALUE MODEL

The top 10 symptoms of an economically fragile consulting firm.

FUTURE OF CONSULTING

It will become harder to grow a high-performing consulting firm without becoming increasingly deliberate about where value is created.

REVENUE PRESSURE

The consulting vicious loop.

STRATEGY

Consulting proposition design forces consulting leaders to confront who they really are.

Q2 SUMMARY

A Summary Of Our Content - April-June 2026

🔴 FLORIAN HEINRICHS

COMMERCIAL MODEL

The "cap" on AI benefits to consultancies is their commercial model... not the tech. (Hear me out!)

STRATEGY

The big opportunity in front of German / Austrian / Swiss boutique consultancies? Getting specific with their propositions...

FUTURE OF CONSULTING

So this new barometer from emlyon business school just landed: 100+ professional consultants surveyed on AI adoption across the industry.

GTM STRATEGY

How's this for a metaphor for the two kinds of consultancy go-to-market Luk Smeyers and I are seeing all the time.

Here's How We Help Consultancies

1. Consulting Value Review

A structured, 4 to 6-week, value-proposition-anchored rapid assessment of a consulting firm's growth and performance potential.

Best for:

• Buyers or Investors evaluating the proposition and performance of a consulting firm pre- or post-acquisition/investment

2. Value Maximisation Program

A 10 to 12-week intensive program designed to define, sharpen, and operationalise a firm’s consulting proposition. 

Best for:  

• Boutiques struggling with differentiation & business development
• Practices in large consultancies needing a clearer positioning
• Consulting firms launching new service lines
• Enterprise SaaS companies starting a consulting/service function or needing to improve their current consulting proposition

3. Service Portfolio Optimisation Program

A deep dive into the cohesion, efficiency, and superior client value of a consulting firm’s service portfolio.

Best for:  

• Large consulting firms with too many overlapping or unclear service offerings
• Consulting firm practices seeking to scale profitably by optimising service-market fit

Want to work with us?
SEND US YOUR SUPPORT REQUEST →

Not yet subscribed to 'The Authority'? Subscribe here.

Previous 'The Authority' edition: Edition #153

Wanna send The Authority to friends or colleagues? It lives here

Connect with us on LinkedIn: Luk | Florian