> That's the stage where a lot of problems get introduced
At enterprise scale it comes down to how well the consulting team can understand and worm their way into the business processes. They need an inside ally who can enable the consultants to navigate the silos, and not just some internal PHB barking orders.
Every enterprise org chart has a different flavor of dysfunction.
I worked at a consulting/product agency where the requirement was always to work at the same place as the client, and to have a client stakeholder embedded within directly within the team. The projects that felt the most successful were the ones where we got these requirements really right.
At enterprise scale it comes down to how well the consulting team can understand and worm their way into the business processes. They need an inside ally who can enable the consultants to navigate the silos, and not just some internal PHB barking orders.
Every enterprise org chart has a different flavor of dysfunction.