In management consulting project, consultant and client should work together to solve the problem, as consultant hold no ideas about client and client hold no advantage of necessary skill to solve problem.
But during project, however, client attach more significance to the cultural challenges than consultants do, suggesting that clients remain more sensitive to the impact consultants can have – as outsiders – on internal politics.
Clients also rate limitations – of resources, budgets and skills – slightly more seriously than consultants do, again suggesting that consultants may sometimes downplay the constraints that clients are under. More importantly, due to commercial reason, consulting firm feel reluctant to transfer knowledge and skill that are key part of consulting service which makes consultant just do their work alone even set up gap to prevent client participate the so call right reserved activities. Usually client want to take action and want to do something during consulting project, but sometimes because of poor project management, project manager can not clearly define client’ accountability and makes client at lose to know what should be done in the project and results is broken trust between client and consultant, and for client the consulting project is seemed terminate.
The discrepancy between outside consultant and client prevent consultant from truly work together with client and reduce the power of working together.