Getting the problem right is one of the most overlooked steps in consulting. Organisations often focus on solutions before fully understanding what they are trying to solve. This article examines why stated problems can differ from real ones, the role of context and readiness, and how better problem definition sets engagements up for success.

When organisations treat consulting as a simple transaction, they often get exactly what they asked for, but not what they needed. The most valuable consulting work is relational, built on trust, fit, and shared accountability. This article examines why the quality of the consulting relationship matters more than the scope when tackling complex organisational challenges.

Consultants are a familiar part of modern organisations, yet their role is often misunderstood. This article provides a clear, plain-English overview of what consultants actually do, the different forms consulting can take, and when engaging external support is most likely to add value. It offers a practical starting point for leaders considering a consulting engagement.

As work becomes more complex and cognitively demanding, psychosocial risk is emerging as a defining challenge for organisations. This article unpacks how inappropriate job demands and poorly managed change contribute to psychological erosion, and outlines why building a proactive psychosocial safety culture is critical to the future of work.