Any number of factors can cause a consulting engagement to go bad, but according to an analysis by Kennedy Information Research Group, there are a few major shortcomings that crop up again and again. Consultants should avoid discussing fees with client employees and avoid displays of unnecessary spending. Poor implementation of solutions is another big gripe among consulting clients. The analysts note that although good strategies can be readily implemented, the hand-off to the client must occur sooner or later.
Consultants are best off only promising what they can deliver in the realm of implementation.
The less you know about the client, the more dissatisfied the client will be. Know the names of key executives, use the right jargon and acronyms, and have a grasp on who the client's customers and competitors are. Generally poor work will not go unnoticed by the client, who can tell when a consultant is only making cameo appearances. Interestingly, the clients surveyed don't mind when partners disappear from the engagement and are replaced by less expensive staff, as long as they get results. Disruptiveness to the client occurs when less experienced consultants work with resistant client staff.