一项2026年的研究将大型咨询公司与公共信息技术项目失败联系起来,敦促直接的供应商伙伴关系和内部专门知识取得成功。 A 2026 study links large consulting firms to public IT project failures, urging direct vendor partnerships and internal expertise for success.

由Techno公司资助的2026年一项研究发现,大型咨询公司,特别是大四型咨询公司,往往与公共部门信息技术项目的失败有关,特别是那些使用云基SaaS系统的项目。 A 2026 study funded by TechnologyOne finds that large consulting firms, especially the Big 4, are often linked to failures in public sector IT projects, particularly those using cloud-based SaaS systems. 传统的、基础设施重的咨询模式不适合现代软件,导致延误和成本超支。 Traditional, infrastructure-heavy consulting models are ill-suited for modern software, leading to delays and cost overruns. 成功的项目侧重于重大变革,将年度系统费用从200万美元减至50万美元,并将月底结账从22周减至2周。 Successful projects focused on essential changes, cut annual system costs from $2 million to $500,000, and reduced month-end financial closes from 22 weeks to two. 保留控制权、直接与SaaS供应商合作以及只利用顾问发挥有限技术作用的组织取得了更好的成果。 Organizations that retained control, worked directly with SaaS vendors, and used consultants only in limited technical roles achieved better outcomes. CEO Ed Chung称大型顾问为“假先知”, 并敦促转向直接的供应商伙伴关系和内部专长, CEO Ed Chung called large consultants "false prophets" and urged a shift toward direct vendor partnerships and internal expertise to improve project success.