Why does good consulting advice fail? One of the biggest reasons is that all too often the process or operational change fails to factor in how people will respond to the change. That reality is a key reason behind RHR International's success—both in the way it handles clients' challenges and internal changes. To learn more, Consulting One on One recently sat down with the firm's CEO and Chairman Tom Saporito. Consulting: How do your firm's more than 80 psychologists differentiate RHR?
Saporito: Broadly, average CEO tenure is falling, down from about 8.5 years to less than six years. And when the CEO changes, it ushers in a new vision, new challenges, new structure, new teams, and a new cultural agenda. And that much change at the top creates organizations with huge consulting needs. Meanwhile, our client base is far more sophisticated than ever before. Their attention to the human dimension—and how it affects business outcomes—is higher now than at any point in the 67 years we've been in operation. Our unique talent base addresses their needs by focusing on that human element.
Consulting: How did the Great Recession impact your business?
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