While serving more than 30 different clients in my career, I have noticed a pattern in almost all of my consulting engagements. Every strategic planning session has three main components: current state assessment (“Where are we?”), gap analysis (“What do we need?”) and future-state plan (“How do we get there?”).

Yet even with a methodical approach, one cannot ignore the human factors that will determine whether a consultant can have a successful business or organizational transformation project. When beginning any project, a consultant will need to 1) understand the political climate, 2) determine how to get all the key players in a room, 3) discover what “it” is and who owns “it”, 4) establish executive backing, and 5) socialize the strategic recommendations.

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