The failure mode of most consulting engagements isn't a wrong recommendation — it's a recommendation broad enough that it was never going to change the decision. A generic maturity-model report is comfortable to receive and safe to ignore, which makes it close to worthless.
The engagements that actually change a decision start narrower: a specific architectural fork in the road, a specific reorg under consideration, a specific rebuild-versus-refactor call. The narrower the question, the more useful the outside opinion can be.
That means a useful consulting engagement should sometimes be uncomfortable — the honest answer to “should we rebuild this” is often no, and the honest answer to “is our org structure the problem” is sometimes yes, when the team asking would rather it wasn't.
We treat every consulting engagement as owing you a specific, defensible recommendation sized to what your team can execute — not a framework you could have found in a book.