Procurement

What do the new book by economist Paul Ormerod and our latest report have in common?  They’re both (in part) about choice and how too much choice drives irrational behaviour.

The idea that what a consulting firm thinks might be a greater influence on clients than what is has actually done might seem like a preposterous one, but that's one of the more striking findings of our research over the last few months.

By Edward Haigh

In November of last year I chaired a round-table discussion about the state of consulting procurement. Around the table (which, for pedants, was actually an elongated oval) were about 12 procurement managers with responsibility for buying consulting in some of the largest private sector organisations in Europe.