Business consulting refers to the professional advisory services provided to organizations with the goal of improving their performance, competitiveness, and long-term viability.

Business consultants bring external expertise, proven methodologies, and an objective perspective to help organizations analyze challenges, design strategies, and implement sustainable solutions.

Key areas of business consulting include strategy and business model development, process optimization, digital transformation, organizational development, and change management.

Effective consulting goes beyond analysis – it involves collaborative implementation, working closely with leaders and teams to bring strategies to life.

Key Objectives of Business Consulting:

• Developing viable strategies and future-proof business models
• Increasing efficiency, innovation, and customer focus
• Solving operational, structural, or organizational challenges
• Supporting transformation and cultural change
• Equipping leaders and teams with tools and methods for success

Business consulting is most effective when it not only provides insights, but also creates measurable, lasting impact – through clarity, collaboration, and practical execution.

BANI World

The BANI world is a more recent framework that expands upon the VUCA model and offers a sharper lens for describing today’s increasingly turbulent and fragile environments. While VUCA (Volatility, Uncertainty, Complexity, Ambiguity) captured the challenges of the early 21st century, BANI reflects a shift toward deeper levels of disruption and emotional strain.

BANI stands for:

• Brittle – Systems appear strong but break under pressure
• Anxious – Constant change fuels stress and insecurity
• Nonlinear – Cause and effect are disconnected or unpredictable
• Incomprehensible – Information overload makes situations hard to grasp

Where VUCA emphasizes structural volatility, BANI focuses on human fragility and emotional overwhelm.

It challenges leaders to not only manage complexity, but also to create emotional stability, build resilience, and communicate with clarity and empathy.

Leadership implication:

Leading in a BANI world requires more than strategic planning—it demands emotional intelligence, adaptability, and the ability to navigate uncertainty with courage and care.

A “Be-Do” gap is the gap between being and doing. It is the gap between core aspirations and actual behaviour and responses.

Individuals, teams and organisations can suffer from “Be-Do” gaps. At an individual level, people with a wide ”Be-Do” gap live with contradictions, which can negatively impact mental and physical health. At a team or organisational level, the “Be-Do” gap is the gap between the defined culture or values and the ‘actual rules of the game’, that is to say, the behaviours which the team or organisation define as acceptable or not through their daily interactions.

From the perspective of organisational transformation, identifying and closing ”Be-Do” gaps pro-actively is at the core of reinforcing the new cultural norms that enable people to think differently, act differently, and achieve different results.

Pros

• Identifying “Be-Do” gaps increases the probability of people understanding what needs to change in the day-to-day behaviour of the organization
• Closing ”Be-Do” gaps pro-actively reinforces the new cultural norms
• Leaders who are willing to lead at this level become multipliers of the desired culture

Cons

• Leaders must be prepared to address systemic changes in their organisation to support the desired behaviour
• Leaders themselves must be prepared to address “Be-Do” gaps at the highest level of the organisation

Recommended resource:

Navigating in Times of Change: The N.E.W.S.® Navigation Journey, Goz Aviad, 2020

Bias is a disproportionate weight in favour of or against an idea or thing and can be innate or learned. Biases can be cognitive, statistical or contextual. Biases should not be confused with logical fallacies, which are errors in reasoning which weaken or invalidate arguments.

Senior leaders are the core factor affecting organisational transformation, and their cognitive bias can have a strong effect on strategic choices.

Overconfidence and overoptimism are thought to be some of the most common forms of managerial cognitive bias affecting organisational transformation. Leaders with a cognitive bias for overconfidence are prone to overemphasize their own abilities, while leaders with a cognitive bias for overoptimism are prone to overemphasize their expectations of positive conditions or results in regard to the external environment.

From the perspective of organisational transformation, the cognitive biases of senior leaders should also be considered when selecting and employing the strategy, as these can directly impact the efficiency of decisions. 

Pros

• Identifying cognitive biases enables leaders to challenge assumptions and beliefs, and can lead to better decision-making.
• Being aware of cognitive biases helps to filter any new information through a more objective lens to improve decision-making.

Cons

• It can be challenging to differentiate between conclusions and decisions being made on the basis of heuristics (a thinking short-cut based on an accurate representation of reality), or a bias (a thinking short-cut based on beliefs or influences).
• While challenging assumptions and beliefs has many pros, it can also lead to endless discussions and little progress.

Recommended resources:

Think Again, Grant Adam, 2021, ISBN 978-0-593-29874-9

The Art of Thinking Clearly, Dobeli Rolf, 2014, ISBN 978-0-06-221969-5

Sage Journals, Managerial Cognitive Bias, Business Transformation, and Firm Performance: Evidence From China