Arkaro Insights
Arkaro Insights is a podcast series produced by Arkaro, where we help B2B executives deliver better results with the latest ideas in change and innovation for your organisation.
About Arkaro
Arkaro is a B2B consultancy specialising in Strategy, Innovation Process, Product Management, Commercial Excellence & Business Development, and Integrated Business Management. With industry expertise across Agriculture, Food, and Chemicals, Arkaro's team combines practical business experience with formal consultancy training to deliver impactful solutions.
You may have the ability to lead these transformations with your team, but time constraints can often be a challenge. Arkaro takes a collaborative 'do it with you' approach, working closely with clients to leave behind sustainable, value-generating solutions—not just a slide deck.
"We don't just coach - we get on the pitch with you"
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💬 We'd love to hear from you! What topics would you like us to explore in future podcast episodes? Drop us a message or connect with us to learn more about Arkaro's approach.
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Arkaro Insights
The Consultant Trap: When 'Do It for You' Backfires
Welcome to the Arkaro Insights podcast. This episode is based on original content developed by Arkaro. At Arkaro, we're committed to innovation in everything we do—including how we share our insights. We've utilised advanced AI technology to transform our written expertise into this conversational format, making our content more accessible and convenient for our busy B2B audience. What you'll hear is a two-person discussion generated through AI voice technology, designed to deliver our insights in a more engaging way than traditional reading. As we continue to evolve this approach, we genuinely value your feedback. Thank you for listening to Arkaro Insights, where professional expertise meets innovative delivery.
The staggering reality that 70% of transformation initiatives fail demands a serious rethinking of how businesses engage with consultants. This episode dissects the crucial difference between consultants who "do it for you" versus those who "do it with you" – a distinction that can determine whether your significant investment yields lasting change or just another dust-collecting strategy document.
We explore the three fundamental flaws of traditional consulting: superficial understanding that misses cultural nuances and unwritten rules; dependency creation that weakens your organisation's strategic muscles; and perhaps most damaging, the lack of ownership that dooms even brilliant strategies to implementation failure. These pitfalls explain why beautifully polished presentations that generate initial excitement so often fail to deliver meaningful results months later.
The collaborative "do it with you" approach offers a compelling alternative. Instead of consultants working as detached experts, they function as partners alongside your team, combining external perspective with your organisation's intimate knowledge. This methodology builds internal capabilities through four critical steps: deeply understanding your unique context; co-creating tailored solutions that fit your reality; enabling your team with the necessary skills and tools; and ensuring changes become embedded in your organisational DNA.
Arkaro's distinctive approach brings together consultants with both practical business experience and formal expertise, working shoulder-to-shoulder with your team. As our tagline emphasises, "We don't just coach, we get on the pitch with you." The ultimate goal isn't delivering impressive slide decks but creating sustainable value generation that continues long after the engagement ends.
Ready to transform how your organisation works with consultants? Visit arkaro.com or contact Mark Blackwell directly at mark@arkaro.com to discuss how this collaborative approach might work for your specific challenges.
Welcome to Arkaro Insights, the show where we're all about helping B2B execs like you guys deliver better results, you know, with the latest ideas and change and innovation for your organizations. That's right, and today we're tackling a challenge I think that a lot of you out there have probably faced at some point.
Speaker 2:Yeah.
Speaker 1:It's how to get real lasting value from external consultants.
Speaker 2:Yeah, it's a big one it is you is you know I mean we're talking significant investments, right of time and resources when you bring in those outside experts. Absolutely so today we're gonna do a real deep dive into this yeah we're gonna unpack a recent article from Arkaro.
Speaker 1:You know that really kind of hits the nail on the head yeah, the consultant trap and when do it for you backfire black fires it was published just at the beginning of the year January 29th, yeah and the goal here is to really equip you with the insights you need to, I guess, navigate the world of consultancy more effectively.
Speaker 2:More effectively.
Speaker 1:And avoid some of those common pitfalls.
Speaker 2:Yeah, I mean, you know consultants, they can be great.
Speaker 1:Absolutely Right. They can bring a lot of value, but there's also a lot of potential for things to go wrong there is. So we really want to help you kind of, you know, understand those dynamics and make sure you're getting the most out of any engagement you have with consultants so, so, let's get into it yeah this whole deep dive.
Speaker 2:Really it centers around this, this one critical distinction okay the difference between consultants who essentially do it for you.
Speaker 1:Right.
Speaker 2:And those who adopt more of a do it with you approach.
Speaker 1:I like that distinction yeah.
Speaker 2:Important and we're going to really explore, I think, why that former that do it for you can lead to these underwhelming results.
Speaker 1:Yeah, very often does. Often does you know spend all this money and you don't get the results you were hoping for, right? So we're going to talk about why that happens and then, you know, contrast that with that, do it with you approach, which is presented as a more sustainable, you know, and ultimately more impactful solution for for B2B organizations like yours.
Speaker 2:Exactly.
Speaker 1:So, so, let's jump right in. Ok, let's do it.
Speaker 2:Ok, let's talk about this. Do it For you trap.
Speaker 1:The Do it For you trap.
Speaker 2:I think the article paints a pretty familiar scenario. You've got this well-regarded consulting firm. They come in. Maybe they've got some really fancy methodologies impressive sounding.
Speaker 1:And they present this beautifully polished strategy document. Oh yeah, the deck With all the right visuals and everything. Yeah, the deck With all the right, you know, visuals and everything, Ooh bells and whistles, all the data and everyone's like yes, this is it, this is the solution.
Speaker 2:Yeah, everyone's nodding along in the presentation.
Speaker 1:A little buy-in in the room.
Speaker 2:You know high fives all around, right? Two months pass, yeah, and not much has changed. Yeah, crickets.
Speaker 1:The. Not much has changed. Yeah, crickets.
Speaker 2:The recommendations. They're just sitting there on the shelf gathering dust. Yeah, and I think you know that's the crux of this do it for you trap it is. It's this idea that you know. Consultants can come in, they can analyze, they can present a solution.
Speaker 1:Right.
Speaker 2:But it doesn't really become embedded within the organization. Yeah, it's almost like it's done to you, rather than something you've actively participated in and created. Right, and that's a big problem.
Speaker 1:It is.
Speaker 2:Because if you don't own the solution, you're not going to implement it.
Speaker 1:Absolutely, and it's not just a feeling, is it?
Speaker 2:No.
Speaker 1:I mean, the article backs this up with some pretty striking figures right Sobering statistics. It mentions a 2019 McKinsey report, you know, indicating that around 70 percent of transformation initiatives fail to achieve their goals.
Speaker 2:That's a huge number.
Speaker 1:It's a lot 70 percent. And then it also goes on to cite, you know, research from Bridges Business Consultancy in 2022, suggesting that only about 30 percent of strategic initiatives actually deliver those intended outcomes.
Speaker 2:So, basically, you know, the vast majority of these big initiatives, these transformations, these strategic projects, they're just not hitting the mark. They're not working, and that's a real problem. It is, you know, for organizations, for the consultants themselves, for everybody involved.
Speaker 1:For everybody involved.
Speaker 2:So it really begs the question what's going wrong?
Speaker 1:What is going wrong?
Speaker 2:Why are we seeing these kinds of failure rates?
Speaker 1:Yeah.
Speaker 2:And I think that's where the article really starts to dig in and exemplify some of the root causes.
Speaker 1:Yeah, it pinpoints three fundamental flaws.
Speaker 2:Okay.
Speaker 1:Inherent in this do-it-for-you consulting model, this traditional model.
Speaker 2:The traditional model.
Speaker 1:So the first one they call a superficial understanding.
Speaker 2:Superficial understanding.
Speaker 1:So let's unpack that a little bit.
Speaker 2:Yeah, what does that mean? Well, I think it's really about you know, when you think about a typical consulting engagement, often there's pressure right on both sides.
Speaker 1:Right.
Speaker 2:The client wants to see results quickly. They want that ROI.
Speaker 1:They want the answers.
Speaker 2:They want the answers Right and the consulting firm they need to manage their own resources effectively Right. They don't want to be spending years on a project if they can get it done in a few months.
Speaker 1:Right.
Speaker 2:So there's this kind of push for these shorter engagements, right, yeah, which you know, in theory sounds good. Right, it's efficient, it's cost effective, sure, but the article argues that often this compressed time frame just doesn't allow for a really deep understanding. Of the intricacies of the business Of the organization of the culture, of all the complexities that are really at play.
Speaker 1:Right, and it makes me think of that quote by Einstein. Ok, that are really at play, right, and it makes me think of that quote by Einstein. Okay, you know, if I had an hour to solve a problem, I would spend 55 minutes thinking about the problem and five minutes thinking about solutions. I like that, and it feels like, with this do it for you approach, it's almost the opposite. They've got five minutes to think about the problem. Yeah rush a solution and 55 to come up with this beautiful deck.
Speaker 2:Right, exactly Because they're under pressure to deliver something tangible Right. You know, and I think a big part of the superficial understanding is how they gather information. You know, a lot of times it's through interviews, right Talking to key stakeholders.
Speaker 1:Talking heads.
Speaker 2:Yeah, talking heads and, you know, interviews can be valuable, right, they can give you some insights, they can, but they often miss those more nuanced understandings that come from actually working alongside the team.
Speaker 1:Being in the trenches.
Speaker 2:Yeah, observing the day-to-day operations.
Speaker 1:Yeah.
Speaker 2:Really grasping those informal dynamics, the cultural nuances, the things that aren't necessarily said in an interview but that are so critical to how things actually get done.
Speaker 1:The unwritten rules. The unwritten rules exactly.
Speaker 2:And so, as a result, you end up with these recommendations that might look great on paper Beautiful, data-driven, logical, it's like all in the box. All the boxes are ticked.
Speaker 1:But then they fail to resonate or they fail to be implemented effectively.
Speaker 2:Because they don't actually fit the reality of the organization.
Speaker 1:They haven't really grasped that.
Speaker 2:Yeah, it's like you know. Imagine trying to diagnose a complex medical condition Right Based solely on a brief conversation with the patient.
Speaker 1:Yeah, no tests.
Speaker 2:No tests, no scans, no real deep dive into their medical history.
Speaker 1:Right.
Speaker 2:You might come up with a diagnosis.
Speaker 1:Yeah.
Speaker 2:But it's likely to be inaccurate.
Speaker 1:Very likely.
Speaker 2:Because you haven't really understood the underlying complexities.
Speaker 1:So superficial understanding. That's flaw number one.
Speaker 2:Flaw number one.
Speaker 1:And this kind of leads into the second one right, which they call the creation of dependency. Oh this is a big one, so how does that work?
Speaker 2:Well, think about it this way when an organization outsources its strategic thinking, its problem solving, to these external experts, the consultants to the consultants. What happens to its own internal capabilities?
Speaker 1:Yeah, what happens to the muscles?
Speaker 2:Exactly. It's like if you have a personal trainer who does all your workouts for you.
Speaker 1:You never break a sweat.
Speaker 2:You're not going to get stronger, are you?
Speaker 1:You're just sitting there watching.
Speaker 2:Yeah, you might see some initial results. You know, maybe you lose a few pounds or whatever.
Speaker 1:Right.
Speaker 2:But you're not building any lasting strength, you're not developing those muscles.
Speaker 1:No, you're just becoming more and more dependent.
Speaker 2:Dependent on the trainer. On the trainer yeah, and so in the consulting world, this means that every time, a new challenge arises.
Speaker 1:Oh.
Speaker 2:Right, or the initial recommendations need some tweaking, or they need further development.
Speaker 1:Right, because things change.
Speaker 2:Things change exactly.
Speaker 1:The world is dynamic.
Speaker 2:The organization feels compelled to bring the consultants back in exactly Another costly engagement.
Speaker 1:More billable hours.
Speaker 2:More billable hours, and so it becomes this cycle of dependency that actually hinders the development of internal strategic capabilities.
Speaker 1:It's actually counterproductive in the long run.
Speaker 2:Absolutely. You're not building that internal expertise. You're just becoming more and more reliant on outsiders.
Speaker 1:And more and more expensive probably.
Speaker 2:And more and more reliant on outsiders and more and more expensive problems and more and more expensive. That's exactly right. So it's a lose lose situation in the long run Right, so that's dependency. Dependency, flaw number two.
Speaker 1:Law number two.
Speaker 2:And you know this kind of leads us naturally to the third flaw which is missing ownership.
Speaker 1:Missing ownership.
Speaker 2:And this is really about you know, even if you have the most brilliant strategy.
Speaker 1:Right.
Speaker 2:Handed down from on high by these external experts.
Speaker 1:Like Moses coming down from the mountain.
Speaker 2:Yeah, exactly, it's going to face resistance.
Speaker 1:Oh yeah.
Speaker 2:From the people who are actually responsible for implementing it.
Speaker 1:Because they had no buy-in.
Speaker 2:No buy-in. They weren't involved in the process. It's like who are you Exactly? Who are these people coming in and telling us how to do our jobs?
Speaker 1:We were doing just fine before you got here, right, exactly Famous last words.
Speaker 2:So you get this. You know this resistance, which can be active, it can be passive.
Speaker 1:Right People dragging their feet.
Speaker 2:Yeah, not really, you know, putting their full effort behind it.
Speaker 1:Yeah, yeah, quiet, quitting the implementation.
Speaker 2:Yeah, basically, and it's understandable, right? I mean, if you haven't been involved in developing the strategy, you don't really feel a sense of ownership.
Speaker 1:No.
Speaker 2:You don't feel responsible for its success.
Speaker 1:It's not your baby.
Speaker 2:It's not your baby exactly. It's something that's been imposed upon you rather than something you've helped to create and that you believe in.
Speaker 1:So even if the recommendations themselves make you know, make sense, on paper they're sound.
Speaker 2:Right.
Speaker 1:If the team that's responsible for actually executing them.
Speaker 2:Yeah.
Speaker 1:Isn't fully bought in.
Speaker 2:Engage.
Speaker 1:The chances of success. They just plummet.
Speaker 2:They plummet, yeah, because ultimately, implementation is everything right.
Speaker 1:It is.
Speaker 2:It doesn't matter how good the strategy is, if it's not implemented effectively.
Speaker 1:Totally.
Speaker 2:It's not going to achieve the desired results.
Speaker 1:So when we look at, you know the overall cost of this do-it-for-you model. It's not just those consulting fees.
Speaker 2:No, it's much more than that.
Speaker 1:It's lost time, it's wasted momentum, it's missed opportunities, and that's community costs.
Speaker 2:And it's missed opportunities and that's carnity costs.
Speaker 1:And crucially right, it's this failure to build those internal capabilities.
Speaker 2:Yeah, that's the long-term cause that you need for sustainable success. Exactly, and that's what's really missing from this do-it-for-you model. It's not just about getting a solution. It's about building the capacity to solve problems going forward.
Speaker 1:Building those muscles.
Speaker 2:Building those muscles exactly.
Speaker 1:So this brings us to the alternative.
Speaker 2:Okay, the do it with you approach.
Speaker 1:Do it with you.
Speaker 2:This is where it gets exciting.
Speaker 1:It does, and this is really a fundamentally different philosophy.
Speaker 2:It is. It's a shift in mindset.
Speaker 1:Yeah.
Speaker 2:It's about moving away from this idea of consultants as deliverers of a finished product.
Speaker 1:Right. And more towards this idea of consultants as partners who work collaboratively alongside your team in the trenches together yeah, side by side to develop and implement the strategy so it's not about you know, just receiving a strategy document know, that you then have to figure out how to make work right it's about your team being actively involved from the beginning in that entire process.
Speaker 2:Yeah, and that's so important because it creates that sense of ownership.
Speaker 1:Ownership. Right from the get go, which we were just talking about as being so critical.
Speaker 2:Exactly because when people feel like they've been part of creating something, they're much more likely to be invested in its success.
Speaker 1:Absolutely so. You know, the core benefit here, as the article highlights, is this development of lasting strategic capabilities.
Speaker 2:Internal capability building.
Speaker 1:Within your organization.
Speaker 2:That's what it's all about, right.
Speaker 1:So it's not just about getting a solution.
Speaker 2:No.
Speaker 1:To this one specific problem. It's about learning, about getting a solution.
Speaker 2:No.
Speaker 1:To this one specific problem.
Speaker 2:It's about learning how to solve problems.
Speaker 1:Yes.
Speaker 2:It's about building those muscles.
Speaker 1:Yeah.
Speaker 2:So that next time a challenge comes up, you don't need to call in the consultants.
Speaker 1:You can do it yourself.
Speaker 2:You can do it yourself Exactly.
Speaker 1:Because you've built that internal capacity.
Speaker 2:That's the goal.
Speaker 1:That's the goal. It's a much more sustainable approach.
Speaker 2:Absolutely, and I think the other key benefit here is that because the recommendations are developed collaboratively, they're inherently more likely to be aligned with the specific realities, the constraints, the culture of your organization. You're not getting this generic off the shelf solution that may or may not fit your particular situation.
Speaker 1:Cookie cutter, cookie cutter, yeah.
Speaker 2:You're getting something that's really tailored to your specific needs Exactly.
Speaker 1:And because you've got that internal team involved who really understands the organization, they can help ensure that the recommendations are actually feasible, they're practical. They're practical, they can be implemented, they can actually be put into action Exactly and that's another key benefit of this do it with you approach. Yeah, they're feasible, they're practical. They're practical, they can be implemented. They can actually be put into action. Exactly.
Speaker 2:And that's another key benefit of this.
Speaker 1:Do it with you approach. Yeah, it's not just about developing a great strategy. Yeah, it's about developing a strategy that can actually be executed.
Speaker 2:That's designed for implementation.
Speaker 1:Designed for implementation Right, and I think that's often where things fall apart with that traditional model. They fail at the last hurdle. Yeah, you get this beautiful strategy document.
Speaker 2:Right.
Speaker 1:But then no one knows how to actually put it into practice.
Speaker 2:All right.
Speaker 1:But with this do it. With you approach, you're thinking about implementation from the very beginning.
Speaker 2:From day one. From day one, you're involving the people who are going to be responsible for making it happen.
Speaker 1:In the trenches together.
Speaker 2:Yeah, and that makes a huge difference.
Speaker 1:It does. So you know the, the outcome here, the ultimate outcome.
Speaker 2:Yeah.
Speaker 1:Is not just a deliverable.
Speaker 2:It's not about the PowerPoint slides.
Speaker 1:Right.
Speaker 2:It's not about the report. It's about something much more valuable. It's about enhancing your organization's internal capabilities.
Speaker 1:That's it.
Speaker 2:It's about your team learning, growing, becoming more adept at strategic thinking, right Problem solving All through this collaborative process.
Speaker 1:It's like they've been to the gym Exactly. They've got the muscles now.
Speaker 2:They've got the muscles to tackle those challenges on their own.
Speaker 1:And they're ready to face whatever comes next.
Speaker 2:Exactly so. It's about building that long-term sustainable capacity for success.
Speaker 1:And the article poses this, really, I think, insightful question. Okay To consider when you're thinking about bringing in external support are they there to simply do the work for you?
Speaker 2:Do it for you.
Speaker 1:Or are they there to help?
Speaker 2:you build that capability to do it yourself.
Speaker 1:Do it with you Over the long haul.
Speaker 2:That's the key question.
Speaker 1:It is.
Speaker 2:And the answer to that question can really determine whether you're getting short-term gain.
Speaker 1:Yeah.
Speaker 2:Or long-term transformation.
Speaker 1:It's a really good way to think about it.
Speaker 2:It is.
Speaker 1:So all of this leads to how Arkaro positions its own methodology.
Speaker 2:Okay.
Speaker 1:Which, as you might guess, aligns really strongly, of course, with this do it with you. Philosophy.
Speaker 2:Do it with you all the way.
Speaker 1:And the article outlines a four-step journey that Arkaro employs.
Speaker 2:Okay, I'm intrigued.
Speaker 1:So let's take a closer look.
Speaker 2:Yeah, let's break it down.
Speaker 1:Okay, so step one is understand.
Speaker 2:Understand.
Speaker 1:And this really emphasizes the importance of taking the time up front, and this really emphasizes the importance of taking the time up front To really understand your organization from the inside out. Deep dive. It's unique challenges, it's specific context.
Speaker 2:It's culture.
Speaker 1:Existing strengths Underlying culture.
Speaker 2:Yeah, get under the hood.
Speaker 1:So it's about going beyond those surface level symptoms.
Speaker 2:Right.
Speaker 1:And diagnosing those root causes.
Speaker 2:Get to the heart of the matter.
Speaker 1:Then step two is co-create.
Speaker 2:Co-create. This is where the magic happens.
Speaker 1:It is, and this is really about working hand in hand with your team.
Speaker 2:Shoulder to shoulder.
Speaker 1:To develop practical, tailored solutions that fit your specific organizational reality.
Speaker 2:No cookie cutters here.
Speaker 1:No cookie cutters, no off-the-shelf solutions.
Speaker 2:bespoke solutions.
Speaker 1:It's about combining that external expertise with that internal knowledge.
Speaker 2:The best of both worlds. You know you're getting the insights from the consultants who've seen things, who've worked with other organizations.
Speaker 1:You've got that outside perspective.
Speaker 2:Exactly. But you're also grounding it in the reality of your organization, because your team's there Because your team is there. Because your team is there. They're providing that context, that nuance that's so important.
Speaker 1:Step three is Enable.
Speaker 2:Enable.
Speaker 1:So this is where the focus shifts to building your organization's internal capabilities.
Speaker 2:Capacity building.
Speaker 1:Right. So it's not just about developing the strategy together. It's also about providing the guidance, the tools, the hands-on experience.
Speaker 2:Yeah, empowering the team.
Speaker 1:To empower your team to implement and manage it. Going forward, effectively going forward.
Speaker 2:So it's not just about, you know, handing over a plan and saying, okay, good luck with that. It's about actually giving them the skills, the support they need to succeed.
Speaker 1:And then finally, step four is sustain.
Speaker 2:Sustain. This is all about making sure those changes stick.
Speaker 1:That they last.
Speaker 2:Yeah, because it's one thing to implement something.
Speaker 1:Right.
Speaker 2:It's another thing to make it part of the culture.
Speaker 1:Embedded into the DNA.
Speaker 2:Embedded into the DNA of the organization.
Speaker 1:So that the benefits continue long after.
Speaker 2:Your consultants are gone.
Speaker 1:The engagement's over.
Speaker 2:Yeah, because ultimately, that's what you want, right? That's what it's all about. You want sustainable change.
Speaker 1:Not just a quick fix.
Speaker 2:Not just a quick fix. You want something that's going to have a lasting impact.
Speaker 1:And the article points out that our cargo consultants. They bring this blend of practical business experience combined with that formal consultancy training.
Speaker 2:So it's not just academics, it's people who've actually been in the trenches.
Speaker 1:Been there, done that.
Speaker 2:Yeah, they've seen how things work in the real world.
Speaker 1:So it sounds like that could offer a really well-rounded perspective.
Speaker 2:Absolutely. I think that's a real strength of our approach.
Speaker 1:And the goal, as the article clearly states, is to leave behind sustainable Value generation. Solutions right, Not just a nicely formatted slide deck.
Speaker 2:No, we're not in the business of selling slide decks.
Speaker 1:We're not.
Speaker 2:We're in the business of delivering results.
Speaker 1:Real results.
Speaker 2:Real results.
Speaker 1:And their tagline "we don't just coach, we get on the pitch with you.
Speaker 2:I love that tagline.
Speaker 1:It's a good one.
Speaker 2:It really captures the essence of what we do.
Speaker 1:It does. It's that hands-on.
Speaker 2:Collaborative.
Speaker 1:Collaborative approach.
Speaker 2:Yeah, we're not just telling you what to do, we're rolling up our sleeves.
Speaker 1:Getting our hands dirty.
Speaker 2:Getting our hands dirty Working alongside you.
Speaker 1:To make it happen To make it happen together. So we hope this deep dive into these potential pitfalls of the traditional consulting model yeah, traditional consulting model yeah, and the benefits of this more collaborative.
Speaker 2:No, with you.
Speaker 1:Approach has provided some valuable insights for you as B2B executives.
Speaker 2:Yeah, hopefully some food for thought.
Speaker 1:Navigating the complexities of change and innovation.
Speaker 2:It's a challenging landscape out there. It is, and I think, understanding these dynamics.
Speaker 1:Is crucial.
Speaker 2:It's absolutely essential.
Speaker 1:And make sure that any investment you make in external expertise is actually driving lasting change. Lasting positive change.
Speaker 2:Then delivering real results for your organization.
Speaker 1:Exactly so if you're rethinking your approach to external support right now.
Speaker 2:Yeah.
Speaker 1:And you're looking for a partner who's really focused on building those internal capabilities.
Speaker 2:Yeah.
Speaker 1:And working alongside your team in that do it with you way in that do it with you way yeah we strongly encourage you to learn more about Arkaro and its unique approach absolutely come check us out you can explore our services, learn more about our philosophy visit our website at arkaro. com. And you can also stay connected with the latest insights.
Speaker 2:In change and innovation.
Speaker 1:By following Arkaro on LinkedIn.
Speaker 2:LinkedIn.
Speaker 1:And if you want a free, no-obligation consultation.
Speaker 2:Yeah.
Speaker 1:To discuss your specific needs and challenges and how this do-it-with-you approach might work for your organization.
Speaker 2:Feel free to reach out.
Speaker 1:Reach out directly to Mark Blackwell.
Speaker 2:Mark's great.
Speaker 1:Via email.
Speaker 2:He's our expert on all things. Do it With you.
Speaker 1:At mark at archerocom mark@arkaro. com. So thanks for tuning in to this. Arkaro Insights Deep Dive.
Speaker 2:Hope you enjoyed it.
Speaker 1:We hope you found this discussion helpful.
Speaker 2:If you did, please share it with your colleagues.
Speaker 1:Spread the word.
Speaker 2:Spread the love. Let's all work together to build better organizations absolutely thanks for listening thanks everyone we'll see you next time bye for now.
