Article: Collaborating without compromise on large projects Written by Ian Wylie Tuesday 21 October 2025 Share Share to LinkedIn Share to Facebook Share via email Major change programmes can be political, high pressure and unpredictable. Independent consultants who know how to navigate big-firm partnerships can turn these challenges into lasting opportunities. If you’ve ever been part of a large-scale change programme, you’ll know they’re among the most complex, politically charged and resource-intensive projects in the business world. And for independent consultants, collaborating with corporate consulting firms and other partners in this environment offers both opportunities and challenges. We asked consultants who’ve seen change projects from all angles for their advice on navigating these collaborations. Build relationships “As an independent, it’s essential to build the relationship with both the firm you’re working for and the client,” says Sue Bowman ChMC FIC, who became an independent consultant after ten years working for Coopers & Lybrand, PwC and IBM. She is now a member of the IC’s Advisory Committee, as well as a CMI assessor for management consultants applying for Chartered Management Consultant status. On a major programme, multiple players from blended, cross-functional teams may be involved. Doing your research on governance, roles, responsibilities and dependencies is essential, says Sue, who emphasises listening at all levels. “Don’t go straight into solutioning,” she cautions. Are you Chartered? The Chartered Management Consultant (ChMC) accreditation is the highest status you can achieve in the management consulting profession. Find out more Time spent up front to understand stakeholders and their priorities lays the groundwork for trust and credibility. Sue advises independents to “adhere to a code of conduct and establish yourself as a trusted, knowledgeable and creditable team player by actively demonstrating the value that you can bring in delivering timely and high-quality solutions”. Manage the risks Nick Warn ChMC FIC, who worked for large multinationals including Dunlop before running his own consultancy, has seen the pitfalls first-hand. On one assignment in the petroleum industry, he recalls how his small team was forced to take on additional work that a larger partner had promised but failed to deliver. The result was “great stress, and an adversarial re-negotiation with the client, leading to a reduced margin”. Nick advises independents to guard their integrity and be prepared to walk away if values are compromised. Keep reading: more consulting insights Login or register below for Free Instant Access We’re carrying out essential system maintenance between 12 - 19 January 2026. During this time, some CMI services will be temporarily unavailable, including new friend registrations. Please check back from 19th January - we look forward to welcoming you! Find out more Login If you are already registered as a CMI Friend, Subscriber or Member, just login to view this article. Confirm your registration Login below to confirm your details and access this article. Sign in with email Email remember me remember Forget? Please confirm that you want to switch off the "Sign in with email" remember me feature. Yes No Article Our extensive range of articles are designed to keep you in the loop with all the latest management and leadership best practice, research and news. Members See More CMI Members have access to thousands of online learning and CPD resources. Learn more about our membership benefits Join The Community CMI offers a variety of flexible membership solutions, tailored to your needs. Find out more and get involved in the CMI community today.
