.. and why they fail.

Apparently not, given that it is the bread and butter of Fortune 500 consulting.

The consultancies are successful. The customers aren’t usually quite as fortunate from experience.

A great example is the current Tata disaster in the UK with M&S.

> A great example is the current Tata disaster in the UK with M&S.

Their customers know they are awful, and they don’t care because at least in the short term, they are cheap.

At least one major financial institution has a team within their security org dedicated to responding to TCS and HCL’s fuckups.

Yet they keep sending RFPs and hiring consultancies, because at the end of the day what matters are those Excel sheets, not what people on the field think about the service.

Some C level MBAs get a couple of lunches together, or a golf match, exchange a bit of give and take, discounts for the next gig, business as usual.

Have you seen how valuable companies like Tata are, despite such examples?

Yes and you allude to the problem: you can make a turd look good with the right numbers.

Doesn't change the facts, and how appealing AI is for those companies management.