Management consultant

One of those people with an MBA who profoundly deaf to the assertion that it is easier said than done, largely because a management consultant’s role is to say, while some other poor sap is expected to do.

In ordinary Euclidian space-time, there is a simple formula — not quite as elegant as E = MC², but close to it — which sets an immutable bound on the minimum time (t) required for a management consultant’s output^[1]to be implemented, which must be longer than the maximum theoretical length of the management consultant’s engagement.

References

↑ Careful: a management consultant’s output is never in called a “recommendation”: The art of management consultancy is to carry out countless chargeable hours precisely without doing that: the key is to elicit ideas from your client as to what to do, responsibility for which, when inevitably they fail, can safely be laid at the client’s own door.

[1] Careful: a management consultant’s output is never in called a “recommendation”: The art of management consultancy is to carry out countless chargeable hours precisely without doing that: the key is to elicit ideas from your client as to what to do, responsibility for which, when inevitably they fail, can safely be laid at the client’s own door.

[1]