Helping to Build High-Performing Consulting Firms

🔴 EDITION #143 | February 11, 2026

Dear reader, 

Here comes the 143rd edition of our newsletter. In our featured article, we discuss the common problem of improvisation in consulting.

When a consulting firm improvises, every client project becomes a new invention. The work starts from scratch again and again. That constant reinvention adds variation, and variation quickly turns into complexity. Improvisation ultimately erodes profits; that's what we have learned over the past years. 

Enjoy reading, 

Luk & Florian

Our New Article

The Toxic Effect of Improvisation on a Consulting Firm’s Performance

One of the most common problems we come across in our work with consulting firms is improvisation. Boutique consultancies or practices/verticals of large consulting firms, no consultancy, irrespective of its size, is immune to the virus of improvisation. 

Improvisation, as a profit-eroding mode of operations, is not something that happens overnight. It’s a pit that consulting firms slip into, one decision and one compromise at a time.  

It typically starts with a deliberate decision to stay broad. “We want to keep our options open and maintain as many revenue avenues as we can,” is what consulting leaders and owners often say.

Read the New Article

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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

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