R & A have apparently perfectd the art of transformation: hire McKinsey to define the strategy, Accenture to execute it, and an army of employees to create PPTs explaining why nothing has changed.
Got a few simple questions:
- How much was spent on consultants, and what measurable ROI was delivered?
- Are consulting contracts awarded based on performance or relationships?
- What has S&T actually transformed besides org charts, meetings, and headcount?
- Why are employees held accountable for cost savings while consultants and executives seem untouchable?
Perhaps Pepsi's next transformation should involve fewer consultants... Maybe fewer slides, and some actual accountability LOL.
The only thing being successfully transformed appears to be shareholder money into consulting revenue.