Build Your Human Capability Advantage
ARTICLE
Every top consulting firm's Academy leader I talk to faces the same concern about their client capability-building programs.
They've mastered the core elements of building client capabilities: structured learning journeys, expert-led workshops, and change management playbooks.
These approaches have helped their clients navigate major transformations for years, delivering solid results and reliable feedback scores.
But now, as clients grapple with AI, hybrid work, and constant disruption, there's a growing consensus among Academy leaders that traditional approaches aren't enough.
Something has to change. (And fast).
I learned this firsthand while working with a top-tier firm recently.
Their client capability-building team was excellent - smart people, robust programs, and strong faculty. However, they struggled to demonstrate the kind of impact their client service teams expected.
Having worked with capability academies that have served over a million learners globally and helped them prepare for the next 10 million, we've seen these challenges play out at a truly global scale.
Our experiences, spanning major markets in Asia, Europe, and North America, have given us a unique perspective on what works across different cultural contexts while maintaining consistent quality.
Five patterns consistently emerge in our work with leading consulting firms:
Let's focus on that last challenge - the AI question creating excitement and anxiety.
I recently watched a top firm struggle with this exact challenge. Their Academy team felt pressure to "AI-enable everything" while simultaneously hearing concerns about AI's role in data security, cost implications, and their jobs.
Client teams wanted AI-capability building but weren't sure what that actually meant. Meanwhile, their clients asked increasingly sophisticated questions about the where, when, and how of AI integration.
In another example, we recently helped a firm develop its AI integration strategy for learning programs.
Rather than rushing to add AI everywhere, we created a thoughtful approach to upgrade existing programs. This involved identifying specific moments where AI could enhance learning while preserving crucial human interactions.
As a result, numerous successful pilots were deployed and a clear innovation roadmap that balanced ambition with pragmatism emerged.
Adding AI features or modules to existing programs isn't enough.
It's about fundamentally rethinking how AI changes capability-building itself. Some firms are exploring AI-enabled coaching at scale, while others worry about maintaining the human touch that defines their brand.
The potential is clear, but so are the challenges.
The real issue isn't program quality - most firms have excellent content and faculty. The problem is that the entire model of client capability-building needs to evolve.
With their lengthy design cycles and one-off training events, traditional approaches worked when change was slower and more predictable.
But today's client transformations demand something different: clients need continuous support, adaptive learning experiences, and practical tools they can apply immediately.
I see this reality check happening in almost every client conversation.
A global tech client recently pushed back on a firm's traditional capability-building approach. They wanted something more adaptive, more embedded in their actual work. The firm's client service team agreed but struggled to deliver this new model at scale.
This creates a hidden strain on all stakeholders.
The clients need help with their transformation. The client service team wants to increase impact. And the firm's Academy is often in the middle – charged with delivering personalized learning at scale better, faster, and (dare I say) cheaper.
Client service teams are caught between rising client expectations and traditional capability-building approaches.
But there's good news in all of this.
Take one leading global consulting firm we recently worked with. They shifted from basic completion metrics to measuring actual skill proficiency gains.
Working across their global programs with heavy concentration in North America, Europe, and Asia, we helped them evolve their measurement approach.
Within six months, they could demonstrate that participants in their modernized programs showed 20-40% higher application of key capabilities than traditional approaches. This data became powerful ammunition for their client service teams, increasing program adoption across all regions.
Recently, we helped another firm optimize its core program delivery approach.
By streamlining design processes and modernizing delivery methods, they're on track to save over $1M annually while improving program effectiveness. More importantly, they've created the capacity to innovate without adding resources.
The firms that tackle this challenge head-on are seeing positive results. They're not just updating content or adding technology. They're reimagining how capability-building creates value in modern client transformations.
This starts with an honest look at current approaches, often requiring an external perspective to achieve genuine objectivity
You don’t need to throw everything out and start over.
One global firm engaged us to help them think beyond traditional Academy boundaries.
Working with their leadership team, we helped evolve their entire approach - from Academy strategy through product design, development, delivery, and operations. This horizontal innovation created new opportunities for impact while breaking down traditional silos.
It's about thoughtfully evolving what works while modernizing what doesn't. The most successful firms objectively look at their current state, benchmark against emerging practices, and chart a clear path forward.
The stakes are higher than most firms realize.
You have three options to consider.
Continue with your current approach to capability-building.
This might work in the short term - your programs have served you well. But I've watched firms take this path, only to face growing pressure from clients and internal teams, declining program impact, and, eventually, the need for more dramatic change.
Choose a single program where both clients and internal stakeholders feel the pressure to evolve.
Often, this is a flagship program or one facing immediate client demands for modernization. In this specific context, map out what "modern" really means, then execute in focused sprints.
Recently, we helped one firm take this approach with their core leadership program, creating a model they're now scaling across their portfolio.
Many companies make two mistakes with external expertise:
they either try building everything internally, slowing their
progress or they over-rely on external experts without
developing internal capability.
Assess your entire capability-building ecosystem.
Benchmark your approach across critical dimensions, from program design to delivery models, technology integration, and impact measurement. This will give you a comprehensive modernization roadmap and help you prioritize investments.
In either case, I can't overstate the value of an objective perspective on your Academy transformation.
While many advisors understand the consulting business, our focus is different. We specialize in helping Academy teams navigate the complex dynamics between client demands, internal stakeholders, and operational realities.
Our work with both top-tier consulting firms and their clients gives us unique insight into what truly drives capability-building impact. Having worked extensively with Academy teams on their evolution, we bring both the detailed understanding of an insider and the fresh perspective you need to move forward with confidence.
Here’s the good news: this is a solvable challenge.
Most firms already have the core elements they need. The key is seeing the opportunity with fresh eyes and having the confidence to evolve thoughtfully.
Start small, but start now. Your clients - and your teams - will thank you for it.
Benchmark your approach against leading tech companies.
Schedule a 30-minute consultation →
Practice Lead, Client Capability-Building & Impact
With extensive experience guiding top-tier consulting firms and their client organizations through learning and transformation challenges, Mike has helped leaders from global companies re-imagine how they develop talent and build critical skills at scale. He focuses on helping organizations create more effective, adaptive learning approaches that deliver meaningful results. His unique perspective bridges the gap between what clients need and what firms can deliver, bringing clarity to complex change.
Benchmark your approach against leading tech companies.
Every top consulting firm's Academy leader I talk to faces the same concern about their client capability-building programs.
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