Is your organization on a “consultancy IV drip”?

Here’s how to break the vicious cycle.

Pressure within the financial sector has risen to unprecedented levels in recent years. Since the credit crisis, supervision by the ECB and DNB has not only become stricter, but has also penetrated deeply into the very fabric of organizations. Where the focus used to be primarily on output, now every internal process, every data format, and every risk framework must be accurate down to the smallest detail.

The result? A permanent “delivery mode.” There is always another fire to put out. And that is precisely where a dangerous vicious cycle emerges one that ultimately paralyzes long-term team growth.

The reflex: Plug-and-play (at a price)

When workload increases and regulatory pressure intensifies, the reflex of many managers is understandable: we need someone who can solve the problem now. The search begins for a senior consultant or an experienced independent contractor who can be deployed in a true “plug-and-play” fashion.

It may seem like the ideal solution, but in practice it often works like an IV drip. The organization remains dependent on external expertise that walks out the door again after six months. Meanwhile, there is no time and no budget left to build an internal team capable of handling the future.

Why talent development often fails

Sjoerd explains clearly in the podcast where things go wrong: “The ingredients to develop talent are often there, there is HR, there are experts but time and priority are lacking.”
Because operational pressure always takes precedence, junior employees are often thrown in at the deep end. They are expected to swim. The result? Talent becomes demotivated, quality falls short, and the manager ends up stepping back in, which only increases the workload further.

Breaking the cycle: A strategic long-term focus

How do you escape this cycle? According to Sjoerd, it requires a strategic shift in direction. Instead of opting for the quick fix of external hiring, organizations must dare to invest in a 12–18 month trajectory to develop their own talent to a solid mid-level standard.
The key to success lies in three areas:

• Practice-oriented guidance: Relieve pressure on internal senior staff by engaging external experts to train and coach talent on substantive content.
• The Triangle method: Create close collaboration between the talent, the manager, and the mentor. This keeps the learning curve steep without overburdening the manager.
• Focus on retention: The goal should not be secondment, but long-term integration. By investing in someone’s development within your specific organizational culture from day one, you build a team that will still be leading the way three years from now.

From “extra hands” to a structural solution

The market has changed. After COVID, organizations needed “extra hands” everywhere. Now the focus is shifting toward cost control and quality. The organizations that dare to stop firefighting and start strategically building their teams today will be tomorrow’s winners.
Ask yourself: Is your current hiring policy truly solving your problem or is it keeping the vicious cycle alive? If you are curious what you can do, or want to discuss about? Contact Sjoerd!