As part of our Year of Sales in Consulting theme, we are continuing our support for strategy and business consultants within audit firms, what we call Audit-Based Consultants (ABCs).
Many ABCs have asked for dedicated help in developing an approach to compete more effectively with focused strategy firms. A new program in Insider, Legacy, and resources within the Strategy Control Room Advanced (SCRA) will expand this support.
ABCs can deliver strikingly superior results and value by leveraging the unique skills and institutional assets of audit firms.
To illustrate, we advised a multi-billion-dollar client preparing to enter a new sector. The business case was sound. Assumptions were reasonable. Calculations were correct.
The CEO assumed that raising capital, securing board approval, and obtaining regulatory permission would be sufficient. We advised that one final step remained. One that only an audit firm could lead. Specifically, we recommended PwC for the task.
He declined.
The division underperformed.
Eventually, it was divested.
The issue was not the cost of capital, inflation, or execution.
The strategy was sound. The financing was optimal. The operations were near best-in-class. Yet, one critical piece was missed.
The new program will show how to structure business cases and recommendations to reflect the unique advantages ABCs offer. It draws from the principles we teach in The Strategy Journal, Succeeding as a Management Consultant, and within the Strategy Control Room Advanced.
This will be released soon at StrategyTraining (dot) com.
firmsconsulting
As part of our Year of Sales in Consulting theme, we are continuing our support for strategy and business consultants within audit firms, what we call Audit-Based Consultants (ABCs).
Many ABCs have asked for dedicated help in developing an approach to compete more effectively with focused strategy firms. A new program in Insider, Legacy, and resources within the Strategy Control Room Advanced (SCRA) will expand this support.
ABCs can deliver strikingly superior results and value by leveraging the unique skills and institutional assets of audit firms.
To illustrate, we advised a multi-billion-dollar client preparing to enter a new sector. The business case was sound. Assumptions were reasonable. Calculations were correct.
The CEO assumed that raising capital, securing board approval, and obtaining regulatory permission would be sufficient. We advised that one final step remained. One that only an audit firm could lead. Specifically, we recommended PwC for the task.
He declined.
The division underperformed.
Eventually, it was divested.
The issue was not the cost of capital, inflation, or execution.
The strategy was sound. The financing was optimal. The operations were near best-in-class. Yet, one critical piece was missed.
The new program will show how to structure business cases and recommendations to reflect the unique advantages ABCs offer. It draws from the principles we teach in The Strategy Journal, Succeeding as a Management Consultant, and within the Strategy Control Room Advanced.
This will be released soon at StrategyTraining (dot) com.
1 week ago | [YT] | 1