Not each IT supervisor is pretty much as good as they need to be. Additionally, some IT managers view the advisor extra favorably than others.

It isn’t unusual for a advisor to encourage the CIO to advertise managers who like them to positions the place they’ll reward the advisor with extra work, no matter whether or not they’re the most effective supervisor to guide that place.

4. Making a enterprise case

Consultants love this one. It’s the place the CIO engages them to construct the enterprise case for a pet mission or precedence — to not decide whether or not there’s even a enterprise case to be made.

To make one, beginning with the predetermined reply and dealing backward from there, using such questionable practices as cherry-picked knowledge, one-sided analyses, inappropriate statistical exams, and selective anecdotes to call just a few, defining and justifying a strategic program whose success will depend on … shock! … a significant engagement for the advisor’s employer.

5. Feigned experience and overstated expertise

To be honest, misdeed #5 is often a conspiracy between the CIO and the consultancies competing for an engagement. It’s achieved by offering a mixture of methodologies, case research, and references. The methodologies have all of the depth PowerPoint has to supply, whereas the case research bear the identical resemblance to precise engagements as motion pictures which can be “impressed by a real story.” The references? Fastidiously chosen purchasers and shopper managers (see “Selective ally promotion,” above) who had optimistic outcomes — generally the one purchasers who had optimistic outcomes.

What the case research and references don’t do is describe outcomes delivered by the precise staff the consultants will employees the engagement with. That isn’t potential, due to …