ABSTRACT
The experience of consulting to organizations and leading TCS as its director over the past ten years has mirrored that of our clients over the same period. It has involved a process of selfexamination and of questioning of our identity as a consultancy organization, in terms of both our conceptual platform and the approach to consultancy that this conceptual platform informed, as well as the services that we then offer. The struggle has been partly due to a reduction in the type of consulting work we were used to. Large organizational intervention projects, training and team consulting assignments were thin on the ground; clients seemed resistant to interventions that encouraged greater relatedness across the organization. There was also the challenge to offer interventions, workshops, and training in much shorter time frames. All this mirrored changing work patterns that were emerging in organizational life.
