The Future of Consulting: An Interview with Alan Weiss (#2)

The Future of Consulting: An Interview with Alan Weiss (#2)

The Future of Consulting: Session 2

(An anonymous grad student’s interview with Alan, part 2)

BEB: We’ve been inundated with vision/mission/values and so on for what seems like decades, and we’ve been told that “execution” is the key. But things still don’t get done. Do you anticipate any changes in these “sacred” relationships?

AJW: I do. We all know (that is, most good leaders and executives) what has to be done, why it’s important, and even how to do it. In all my years of consulting I was usually validating what people already knew, infrequently introducing entirely new concepts. So “execution” isn’t sufficient. What we really lack is accountability.

BEB: You mean we’re lazy or we don’t know how?

AJW: We DO know how, but we fail to hold ourselves and others accountable. There is no rigor, no discipline, no priority. I’ve used the example for years now that over the prior decade the U.S. along has spent tens of billions on weight loss: diets, exercise equipment, personal trainers, medication, operations, and so on. Yet we’re collectively fatter than ever! I’ve led a hundred strategy sessions, and where those that fail do is when the top executive doesn’t hold himself or herself and subordinates accountable for all those lofty statements on the easel sheets they created.

BEB: Because people lack the willpower?

AJW: Let’s define “willpower.” People are enamored with the goal and the future picture is wonderful. But the journey is another matter entirely. That’s because the specific steps are either not defined sufficiently or they are not laden with the proper reward and punishment, so to speak. I was ineffective at working out on my own, but very effective once I paid a personal trainer who isn’t interested in how tired I am but is interested in how much progress I make. I don’t miss a session, I’m paying for them, even though I hate the sessions with a passion. But I’m stronger and in better shape today than I was ten years ago.

BEB: And you see this as an example of consulting in the future?

AJW: Yes, I see the dramatic need to make things actually happen as they are intended in those situations where they are not happening due to a lack of accountability and discipline. I think consultants who can install an “accountable culture” within clients will be worth their weight in gold.

BEB: Are some organizations there already?

AJW: Yes, but: It’s highly situational. FedEx has a tremendous, accountable delivery system replete with great people. But their back office is a customer disaster. My driver will make extraordinary attempts to get packages to me, but try calling to get a credit when something doesn’t arrive as it should or to correct a billing error and you’re dealing with a bureaucracy from a Rube Goldberg cartoon. I can’t think on one airline today that is fully accountable to customers, although you can find bright spots here and there. But how could they be, when they’re not accountable to their employees or even to their own stated strategies?

BEB: So contrary to those who believe that globalization, technology, demographics, and the like will be the high potential for consulting, you believe it’s in accountable cultures?

AJW: Look (to quote our President), you’re talking about fertile grounds to add value and I’m not disagreeing with those choices. But I’m talking about a process that transcends fads and trends: I think the world of tomorrow will richly reward those who make make things happen, and I’m convinced that’s done through accountability and resolve. Otherwise, you’ll just be another investor in “Spiderman.”