3 main use cases from my experience:

- Executives want to do cross-functional changes. (E.g., introduce new ERP software)

- External ruthless assessment of head count and subsequent slashing.

- Body leasing. (quasi-employees that are not on the books as employees)

Mostly in medium-sized and larger orgs where there’s too much cruft.

Basically every single large organization inevitably becomes paralyzed by the inability to do anything different from the status quo. When you hear the common complaint that “consultants just tell leadership to do what I was telling them to do for decades” that’s often accurate; because consultants listen to you and have the executive mandate to actually get things done. If you’ve been saying something for ten years and it hasn’t happened, you _need_ a different tool to effect change. Consultants, for better or for worse, are a decent tool for making that happen.

Haven’t you ever wanted research, advice or work done and your coworkers or employees were busy or not quite up to it? White glove consulting is just well-packaged, expensive help.