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Pioneers seizing on one particular change (for example, new cultural ideals or technological advances) may need to find artful compromises with lagging possibilities in other areas (for example, organizational appetites for new practices as expressed in the market-place).
Roland Berger reports from its CSO surveys that 'the main pain point' for CSOs is that 'the success of strategy development cannot be measured accurately'.86 Onthe other hand, the cost of corporate strategists is easy to count and there are substitutes available in the external market-place.
The market-place puts value on what they have to sell, for better or for worse.
Whereas internal corporate strategy departments do not experience economic pressures directly, consulting firms are fully exposed to the demands of the market-place.
On separate occasions, Rod Carnegie of McKinsey and Bill Sommers of Booz Allen Hamilton informed their client: 'Reg, the problem is you'.72 Such defiant episodes may be rare-and possibly exaggerated-but their continued circulation is testimony to the image that the leading strategy consulting firms wish to promote among both clients and staff.73 In any case, the professional model has bolstered McKinsey's strength in the market-place.
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