Tag Consulting

When stakes are high, complexity is real, and timelines are tight, the difference between intent and impact is disciplined execution. As Harvard Business Review famously put it, “Companies must pay as much attention to the hard side of change management as they do to the soft aspects.” 1 And the hard data backs it up: “On average, large IT projects run 45% over budget and 7% over time, while delivering 56% less value than predicted.” 2

Elite project consulting partners exist to bend those odds in your favor—bringing independent perspective, proven methods, and a results-first cadence that protects value while accelerating delivery.

Independent perspective that surfaces risks—and opportunities—early.

Internal teams are experts in the business. But proximity can create blind spots: optimism bias, stakeholder politics, and legacy assumptions. A top-tier consulting firm offers external objectivity plus pattern recognition from dozens (or hundreds) of comparable initiatives. That means faster diagnosis, sharper choices, and fewer expensive detours.

Well-run consulting teams also know how to tailor governance to context. Gartner notes there isn’t a one-size-fits-all PMO; effective organizations deploy different PMO archetypes (activist, delivery, compliance, etc.) to match maturity and strategy—with at least 40% of PMOs focused on delivery. 3 The right archetype—and the discipline behind it—is often easier to stand up with seasoned external leadership than to bootstrap internally amidst competing priorities.

Directions for independent perspective:

• Do you have an independent forum that can escalate risks without political friction?
• Is there a defined PMO archetype aligned to your strategy and maturity? 3

Contrary to myth, strong governance speeds you up—because clarity kills rework. The UK Infrastructure & Projects Authority’s Five Case Model (Strategic, Economic, Commercial, Financial, Management) is a gold-standard blueprint for building investible business cases, aligning benefits, and structuring decisions. A consulting partner institutionalizes this rigor from day zero, so value, feasibility, and delivery are co-designed, not bolted on. 4

HBR’s research on the “Hard Side of Change” goes further: cadence of reviews, team integrity, leadership commitment, and effort (the DICE factors) materially shift success probabilities—and must be measured and managed. 1 A seasoned consulting firm bakes these measures into the operating rhythm, enabling earlier pivots and better executive decisions.

Governance actualised:

• Do you have an agreed benefits map with quantified KPIs before delivery starts? 4
• Are DICE-like health checks part of your steering cadence? 1

Specialized capabilities you don’t need to (and shouldn’t) build from scratch.

World-class consulting teams combine technical depth (e.g., ERP, cloud, AI/ML, engineering), delivery craft (planning, cost control, integrated scheduling), and power skills (facilitation, stakeholder management, strategic storytelling). PMI’s Pulse of the Profession 2023 highlights the business impact of these power skills—92% of respondents agree that power skills help them work smarter—especially when integrated with up-to-date delivery methods. 5

Even better, modern consulting partners bring multi-modal execution: mixing Agile and stage-gated controls to preserve adaptability without losing accountability. During the disruption of 2020–21, PMI reported that organizations with higher agility still delivered: 73% of projects met original goals, 62% were within budget, and 55% on time—a tangible edge in turbulent environments. 6

Self-assessed capabilities:

• Do your project leaders have both domain depth and facilitation/negotiation training? 5
• Can your delivery approach switch modes (Agile/Hybrid/Waterfall) without losing controls? 6

Faster learning loops and safer course correction.

When big initiatives slip, they rarely fail overnight—signals appear early. Independent assurance functions are a hallmark of mature delivery: periodic external reviews that validate scope, schedule, risk, benefits, and stakeholder alignment. The Association for Project Management emphasizes anchoring assurance to a project’s risk profile and business case so recommendations drive proactive mitigation, not paperwork. 7 Similarly, Cutter Associates describes independent reviews as early-warning systems that build sponsor confidence while identifying support needs for the delivery team. 8

A premium consulting partner can both run delivery and provide or orchestrate independent assurance—ensuring your program is learning faster than it’s spending.

Risk awareness triggers:

• Do you run independent “stop‑go” gates tied to risk and benefits, not just schedule? 7
• Are assurance findings formally tracked to closure by the sponsor? 8

Hiring a consulting firm shouldn’t replace your people; it should uplit them. Gartner points to the rise of enterprise PMO hubs that integrate business and IT delivery—reflecting a shift from isolated project offices to strategy-execution engines. 9 A strong partner accelerates that evolution by transferring playbooks, templates, and tooling while coaching your leaders on decision-making, benefits realization, and cross-boundary collaboration.

Over time, your baseline improves: better forecasts, cleaner scope control, more credible status, sharper trade-offs. And the next initiative starts from a higher maturity level—not from scratch.

Reflections on the multiplier effect:

• Is capability transfer (playbooks, templates, coaching) a defined deliverable in your SOW? 9
• Will your PMO own the benefits ledger and performance dashboards post‑engagement? 9

Bringing it together.

If your project is strategically important, technically complex, or politically sensitive, the economics of getting it right the first time dwarf the cost of expert help. The evidence is clear: without disciplined methods, even well-funded programs stumble; with them, the odds shift materially toward on-time, on-budget, on-value outcomes. 2-4-1

A closing, practical reflection:

• Do you want an external partner who will (a) challenge assumptions, (b) institutionalize governance, and (c) leave you stronger than they found you?
• Do you align on your objectives with these external partners and how capable are they of defining a right-sized governance model?
• Does your partner structure the first 90 days to build momentum and can they actualize measurable value from day one? 4

References

1. Harvard Business Review. Sirkin, Keenan, Jackson. The Hard Side of Change Management. (2005)
2. McKinsey Digital. Delivering large-scale IT projects on time, on budget, and on value. (2012)
3. Gartner. 4 Types of PMOs That Deliver Value. (2019)
4. UK Infrastructure & Projects Authority. Infrastructure Business Case: International Guidance (Five Case Model). (2022)
5. Project Management Institute. Pulse of the Profession 2023 (power skills)
6. PMI (press release). Pulse of the Profession 2021 (agility outcomes)
7. Association for Project Management (APM). How we can assure projects to increase the chances of success. (2023)
8. Cutter Associates. The Strategic Value of Independent Project Assurance in Complex Programs. (2021)
9. Gartner. The Growing Importance Of The Enterprise PMO
   

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Design Thinking is more than a buzzword; it’s a disciplined, human‑centred way to de‑risk innovation, align teams, and build solutions customers actually adopt. Tim Brown of IDEO distills it succinctly: “Design thinking is a human‑centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” 1

In practice, Design Thinking blends empathy for users, rigorous problem framing, creative ideation, quick experimentation, and evidence‑based iteration. It’s rigorous without being rigid—structured enough to make progress under uncertainty, and flexible enough to adapt as you learn. Harvard Business Review’s Jeanne Liedtka calls it a “social technology” because it couples practical tools with human insight to overcome biases that block innovation. 2

Why now? The business case for caring.

Well‑run design practices don’t just feel better for customers; they perform better for shareholders. McKinsey tracked 300 public companies over five years and found that top‑quartile performers on its McKinsey Design Index delivered 3-2 percentage points higher revenue growth and 5-6 percentage points higher total shareholder returns than peers. 3-4

Forrester’s analysis reaches a similar conclusion from a different angle: mature Design Thinking practices typically achieve 71%–107% ROI at the organisational level, with per‑project returns around a 229% median—in other words, most projects more than double their investment. 5-6 IBM’s TEI study adds texture: cross‑functional teams using Design Thinking saw 75% faster design cycles, 33% faster development, and 2× time‑to‑market acceleration, all tied to measurable economic outcomes. 7

Bottom line: if your growth agenda depends on creating experiences customers love (and pay for), Design Thinking is a proven, scalable way to get there faster with less risk. 3-5

What Design Thinking looks like (in the real world).

You’ll often see the Stanford d.school model described in five iterative modes: Empathise, Define, Ideate, Prototype, Test. It’s intentionally non‑linear: teams loop, combine, and revisit modes as insights evolve. 8-9

Empathise: Observe, interview, and immerse to understand people’s contexts and constraints. 8
Define: Synthesise research into sharp problem statements that matter to users and the business. 8
Ideate: Diverge to generate many options; challenge assumptions; then converge on promising bets. 8
Prototype: Make ideas tangible early—paper, clickable, or service role‑plays—to learn cheaply. 8
Test: Put prototypes in front of real users; gather evidence; iterate or pivot. 8

Across these modes, teams balance desirability, feasibility, and viability—a triad popularised by IDEO and widely taught in Design Thinking curricula—so solutions are lovable, buildable, and sustainable as a business. 19

“At every phase—customer discovery, idea generation, and testing—a clear structure makes people more comfortable trying new things, and processes increase collaboration.” 2

Where Design Thinking shines.

Ambiguous problems. When your challenge is complex, cross‑functional, or “wicked,” DT’s iterative loop helps you find the right problem before scaling the solution. 9

Customer experience and service redesign. Because it starts with people, DT reduces the risk of building the wrong features—or optimising a process nobody wants. 8-2

Digital transformation and product innovation. Rapid prototyping and testing accelerate fit and adoption while keeping the business case front‑and‑centre. 8-3

Regulated and technical environments. Human‑centred design is codified in ISO 9241‑210, which sets out principles and activities that integrate with lifecycle processes—useful where compliance matters. 10

Common misconceptions—addressed.

“We don’t have time.” A sprint‑based approach (e.g., two weeks to research, prototype, and test) saves months of rework. The IBM/Forrester TEI data above demonstrates how cycle time compresses when teams adopt DT practices. 7

“We already know the answer.” Evidence suggests otherwise: in McKinsey’s study, 40%+ of firms weren’t talking to end users during development, and ~50% lacked objective design metrics—prime conditions for building the wrong thing. 4

“This is just for designers.” The highest performers make user‑centred design everyone’s job, measure it with the same rigour as revenue and cost, and iterate continuously—four themes at the heart of the McKinsey Design Index. 3

Direction for self-assessment (to sharpen your next move).

Use these yes/no prompts to decide whether Design Thinking should be your default approach for the challenge at hand:

• Have we spoken directly to at least 5–10 target users in the last 30 days about this problem? (If no, you’re guessing.) 8
• Do we have a clear, evidence‑based problem statement that all stakeholders agree on? (If no, expect scope churn.) 8
• Can we prototype and test a critical slice of the solution within two weeks? (If no, re‑scope to learn faster.) 8
• Are we tracking usability or experience metrics alongside cost, time, and revenue? (If no, add them to your dashboard.) 3
• Will we balance desirability, feasibility, and viability before committing to scale? (If no, your business case is at risk.) 1-9
• Is customer involvement baked into governance (not ad hoc)? (If no, adopt ISO‑aligned human‑centred activities.) 10
• If you answered “No” to two or more, you’re an ideal candidate for a focused Design Thinking engagement—starting with a discovery sprint and culminating in a tested prototype and quantified business case. 8-3

What you can expect when you lean in?

De‑risked investment: You make small bets, gather hard evidence, and scale only what works. 2
Faster traction: Teams align around user‑validated concepts, cutting hand‑offs and rework. 7
Measurable outcomes: Expect higher growth and returns when design is treated as a top‑team priority and measured rigorously. 3

“Thinking like a designer can transform the way organizations develop products, services, processes—and even strategy.” —Tim Brown, Harvard Business Review 11

Recommended related topics for deeper dives.

At Slowman Design, we’re interested in exploring and discussing the related and contributing conversations further. Please look out for future articles on the following topics:

• Design Thinking vs. Agile vs. Lean: Where they overlap—and how to combine them without chaos. 9
• From “workshop” to working: Governance, metrics, and incentives that sustain Design Thinking at scale (MDI themes in action). 3
• Building an ISO‑aligned human‑centred design capability: What to institutionalise, from research ops to accessibility. 10
• The ROI playbook: Calculating benefits with Forrester’s TEI model to secure executive funding. 5

References:

1. https://designthinking.ideo.com/
2. https://hbr.org/2018/09/why-design-thinking-works
3. https://www.mckinsey.com/capabilities/mckinsey-digital/our-insights/the-business-value-of-design
4. https://www.mckinsey.com/~/media/mckinsey/business%20functions/mckinsey%20design/our%20insights/the%20business%20value%20of%20design/mckinsey-bvod-art-digital-rgb.pdf
5. https://www.forrester.com/blogs/design-thinking-can-deliver-an-roi-of-85-or-greater/
6. https://www.forrester.com/report/The-ROI-Of-Design-Thinking-Part-1-Overview/RES144456
7. https://www.ibm.com/training/enterprise-design-thinking
8. https://web.stanford.edu/class/me113/d_thinking.html
9. https://www.interaction-design.org/literature/topics/design-thinking
10. https://www.iso.org/standard/77520.html
11. https://readings.design/PDF/Tim%20Brown,%20Design%20Thinking.pdf

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