Management consultancies provide significant value due to their ability to solve projects that are time-critical, complicated, or require external expertise. However, despite their potential, they are increasingly viewed with skepticism by companies. This skepticism may stem from a lack of understanding of the necessity to engage with consultants or from experiences where the value added to a project was questionable. In this article, we delve into this issue through interviews conducted with Frederik Reimann (Partner at AuxilPartner, specializing in restructuring projects) and Fabian Aymanns (Manager at a prominent multinational consulting firm, overseeing a diverse range of business units including strategy and organization). Both consultants possess extensive experience with projects in medium-sized companies and large corporations. We examine the impact of consulting on clients based on these interviews and pose the question: Are consulting projects a waste of resources?
To address this question, we differentiate between medium-sized (less than 1,000 employees) and large companies (more than 2,000 employees).