The diagnostic skills of management consultants are a significant part of their worth. However, the method by which an appropriate diagnosis is developed occasionally
puts stress on the consultant-client relationship because managers frequently fear exposing challenging conditions for which they might be held accountable.
The engagement often comes to a close with a written report or oral presentation that highlights what the consultant has learnt and makes specific recommendations for the client.
Companies spend a lot of time and effort creating their reports to ensure that the data and analysis are presented properly and that the suggestions are convincingly tied to the diagnosis on which they are based.