Standing up in front of my peers to receive an award as a Global Leader in Consult- ing I felt strangely uncomfortable, in fact even writing about it makes me uneasy. As CEO of Egremont Group I have been fortunate enough to work with many in-
spiring teams and organisations during the course of
my career, and so to be singled out in such a way
feels peculiar. This led me to ponder exactly what
being a Global Leader in Consulting means, and the
teamwork that created the foundations for this award
which I’d like to share in this article.
Over the past 20 years our industry has
changed, but at Egremont our philosophy has
stood firm. As a company we set out to transfer
our capabilities to our clients. Far from hiding
our IP and methodology we share it with clients
who engage with us and we are open and transparent about the methods we use to facilitate
sustainable change in our clients’ businesses.
Early on we realized that it would be much
more valuable for clients to see that we work
with them to overcome a problem by giving
them the tools they need. Once we know they
can use those tools and the problem has been
solved, we move on.
Sometimes that means leaving the business
and only coming back when there is another
problem to solve, sometimes we stay to work
on a new challenge. We don’t stay in a business, making work for ourselves. This means
we get invited back, over 80 percent of our
clients are people we have helped before. In
fact, one of our largest and longest standing
clients, Walgreens Boots Alliance started from
a piece of work we carried out in Boots in the
UK nearly 20 years ago.
HOLDING UP THE MIRROR
Bad news very rarely travels north and yet,
that is exactly what we need to make happen.
Put simply, we need to tell the leaders how it
really is, but we can only do that if we have
the trust of our clients. Only then can we really
hold up a mirror to an organization and show
What Being a Global Leader in Consulting Means to Me
BY SEAN CONNOLLY