This comment is extremely real. I was hired as a software engineer for a Big 3 Management Consulting firm that was building out a development lab. Every single time I was brought in on a case, it was clear that the client and the consulting firm simply did not care about things like market research, product market fit, good engineering, or even solving things that were actual problems. The client had paid for us to solve a “problem” they had designed, and whether or not the “problem” was an actual problem worthy of spending millions on a solution, we were going to cut as many corners as possible to make it seem like we “solved” the “problem”
After 18 months, and an insane amount of harassment, degradation, and humiliation for insisting that our organization does the correct thing instead of continuing to swindle the clients, I left, having solved few client problems worth solving.
Consulting firms are full of con-men getting their friends at other companies in on a swindle together.
Successful projects breads success and great word of mouth which I've found is the best way to get high margin business - word of mouth deals are generally not being shopped, the customer comes to you and wants to hire you. At at a big management co, if you are bringing in the deals - you are the god.
I have however seen folks who are hired to do X, who then feel it's critical they disagree about Y, Z and Q. That is NO FUN for anyone because the right thing is sometimes to do what you were paid to do. For most managers when staff go on tangents it can be pretty tiring to focus them on actually delivering on even the imperfect solution that for whatever reason a client wants (not uncommon).
I’m glad the attacks have gone from consulting partners to random anonymous commenters on the internet though.
You may not have identified the product / market fit in terms of what McKinsey or others is actually selling. It really may not be the best product / best solution you are so intent on forcing them to sell. Sometimes it literally is political cover for mgmt to do something they (or sometimes even the board) WANTS to do. There is so much secondary level stuff here in terms of politics, job skilling or deskilling etc. I was part of a $10M deal (as the user unfortunately) which was SOO horrendous I became convinced it was just to spend out a govt budget line so a bunch of folks in govt got to go to some fancy training conferences. Truly ancient tech - you had to pin older OS / IE / Java versions to use the solution (no upgrades), but the buzzword bingo slides were amazing, and the agency using them liked them (at the top) so they were selling to the right audience (not actual users).
The big mgmt co's have been very successful in moving the middle class out (focus is on creating a bunch of generally super highly paid execs, and then a bunch of "do what we tell you" workers who are generally poorly paid). So that "do what we tell you" ethos is there (and has resulted in $8B+ annual revenue!). The idea though is to lower the skill level of workers. IT / automation is now going to play a bigger and bigger part of that - so lots of additional growth opportunities for these folks.
Middle class used to include the long tenured employees with experience and some levels of delegated decision making and corresponding pay (basically managers of various forms). Mailroom to boardroom days are over.
"Production workers did not escape the whirlwind, as companies—again with help from consultants— stripped them of their residual management functions and the benefits that these sustained."
You might find this interesting.
https://www.theatlantic.com/ideas/archive/2020/02/how-mckins...
If you really think you can outdo these consulting co's go for it, it's a ruthless horrible game (lots of nice folks burn out trying to play it).
Even people who started out by grabbing everything they can get learn to be selective with their clients later. This is just enlightened self-interest -- small companies can only work with a limited number of clients every year, and you want those projects to do well and the customers to be happy with you. This is simply because this is a word-of-mouth, relationships based industry. Every project that does not do well is an opportunity lost in building a healthy pipeline down the line.
This dynamic however goes out of the window as the company becomes successful and becomes brand-driven - customers reach out because of the aura of the company and not necessarily because a friend of a friend talked about how you once helped save their company from a cliff.