Are client relationships being taken for granted? Leading UK technology consultancy advises steps to take to ensure business leaders get the most out of their consultancy partner.
With reports of the Big Four failing to deliver promised outcomes, such as replacing seasoned experts with junior teams or artificial intelligence, the client-consultant relationship is under strain. Driven by a post-pandemic consulting slump and the need for cost-cutting measures, firms are turning to more self-serving practices to meet client demands, such as reducing hiring and capitalising on the boom in AI to meet growing client demand.
Unfortunately, this results in failure to meet client expectations and relationships are being taken for granted.
“Businesses engage consultancies to address critical challenges with their current technology landscape,” comments Jon Bance, Chief Operating Officer at Leading Resolutions. “For some, this involves investing significant financial resources and a lot of faith in their chosen partners.”
“Where consultancies are then capitalising on trust for their own gain, rather than prioritising the client, is where troubles emerge. A partner that listens will be the one that can create the best business outcomes long-term.”
The UK’s Big Four accountancy firms were recently reported to be significantly increasing adoption of generative AI to automate the entry-level administrative tasks, resulting in graduate job intake seeing the chop with cuts as high as 29% in some firms. Replacing entry-level roles entirely with AI tools may appear to be a short-term fix to solving client workloads, but Jon argues that in reality, the truth is far more nuanced.
“Offloading your client workload onto AI purely for time management rather than efficiency or effectiveness is purely self-serving. The promise of technology innovation quickly becomes a smokescreen for diminished quality and a less personalised service. AI is not a replacement for strategic thinking, and when it comes to client relationships, expertise needs to lead before tools.
“The right client-consultancy relationship is built from people first; that means the right team, the right experience, but also the right minds of the future getting stuck in. A consultancy that is using AI to augment their existing talent rather than replacing them is the better option, as they accelerate and redefine delivery for the sake of the client rather than prioritising saving their operational costs.”
Jon advises on choosing a consultancy partner and why trust is the key factor in building a successful business relationship.
“Your choice of consultancy partner is a massive decision in itself. You’re not just bringing in expertise; you’re trusting someone with your company’s goals, resources and, ultimately, success. That’s a lot of faith to place in a stranger; you wouldn’t trust your house keys with a random person off the street, let alone let them access your finances. Trusting a business partner is no different, and you want to know that your temporary houseguest can fit in with the furniture, rather than become an unwanted squatter.
“The cornerstone of successful client-consultant relationships begins and ends with trust. Without trust, even the most detailed, tailored strategy can feel unsteady and unlikely to last. And in today’s business landscape, it’s all the more important to have a partner that you can rely on to keep you competitive.
So, what does trust look like in a client-consultant relationship? Jon explains:
“One of the most prevalent complaints that consultancies face is the failure to deliver on agreed-upon requests. Ambitious proposals and eloquent presentations secure the contract, but the subsequent execution falls short, leaving clients with unmet expectations and a significant dent in their budgets. This “over-promise and under-deliver” model is not only damaging to the client’s business but also tarnishes the reputation of the consulting industry as a whole.
“This is further amplified by the ‘bait and switch’ tactic for talent. Clients are often wooed by a consultancy’s A-team during the sales process – a roster of highly experienced, senior consultants. However, once the contract is signed and the initial payment is made, this dream team is quietly swapped out for a less skilled ‘C-team.’ This not only short-changes the client in terms of expertise but also severs the personal relationships and deep understanding that are crucial for a successful partnership.
Jon concludes: “Businesses must hold their consultants accountable. If there is no deliverable evidence of a beneficial relationship, maybe it’s time to rethink your approach. A client wants to be able to put their faith in the right people and have those same experts oversee a successful project from beginning to end.
“This means a work ethic of integrity, dependability and a genuine commitment from their consultancy team. Having that reassurance and faith that your partner has your best interests at heart is key to building a successful partnership that lasts well into the future.”