The flip side of the blame game is that manager and consultants seem to conspire to market projects they were involved in as far more successful than they actually were. It is in their interests to talk up their success. So unless the project was an outright disaster, the project is chalked up as a success and everyone moves on with out the appropriate review and assessment taking place. Too many false positives prevent companies learning from their mistakes and getting value from their consultants.
Jenny Sutton- Co-author of Extract Value from Consultants
www.extractvaluefromconsultants.com
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