For many years, visibility and brand strength have been decisive competitive factors in the management consulting industry. Well-known names signalled security, capacity, and the ability to deliver, especially in large and complex IT and transformation programmes.
But the picture is changing.
Today, it is not necessarily the most recognised consultancies that enjoy the greatest trust among decision-makers. New insights from the MyImage Management 2025 report show that even a relatively unknown Danish IT and management consultancy can have the strongest overall reputation in the market. That raises an interesting question:
What do decision-makers value most, when experience with IT projects, budget overruns, and the sheer need to succeed weigh heavily across public and private organisations?
The answer points clearly in one direction: credibility, accountability, and proven results.
A shift in how IT and management consultants are chosen
Particularly in the public sector, recent years have been shaped by pressure to improve efficiency in major IT projects. This cost awareness now permeates IT and transformation initiatives, which are more than ever forced to deliver on their investment cases.
These experiences have had a direct effect on decision-makers’ priorities. Where brand, familiarity, and scale were once seen as a form of risk reduction, the focus has increasingly shifted towards:
-
Genuine collaboration rather than standardised delivery models
-
Transparency in methods, risk management, and decision basis
-
The ability to translate strategy into concrete, measurable value
In this context, trust is not just a sales message. It is the outcome of consistent delivery quality.
Why “well-known” is no longer synonymous with “best”
The MyImage Management 2025 report, based on 761 interviews with Danish decision-makers, documents a striking paradox: the consultancy that scores highest on overall reputation and credibility (A-2 Management Consulting) is also the least known in the field.
The explanation lies in the experiences of those who know the consultancy in practice. When decision-makers assess reputation based on real collaboration rather than marketing, they reward advisors who:
-
Deliver stable quality over time and take responsibility for both process and outcomes
-
Work closely with the organisation rather than “taking over” the project
-
Understand the tensions between IT, business realities, and the political context
This does not mean visibility is irrelevant. It means that visibility without substance loses its value.
Accountability as a strategic competitive advantage
Accountability has also become a competitive parameter in its own right. In public IT programmes in particular, there is a growing need for consultants who master:
-
Risk and portfolio management with clear roles and responsibilities
-
Realistic planning and benefits realisation
-
Transparent decision-making processes
Organisations increasingly seek advisors who do not just design strategies, but stay engaged when complexity hits.
Experience also suggests that smaller consultancies can often more easily provide continuity and senior involvement throughout the full lifecycle of a programme.
What this means for future IT and transformation programmes
The development points to a market where the choice of advisor is increasingly based on earned trust rather than market position. For decision-makers, that means moving from asking:
-
“Who are the biggest?”
to more often asking:
-
“Who will take responsibility for making this succeed?”
For consultancies, it means that strong results, high client satisfaction, and a clear set of values can build a strong reputation, even without massive visibility.
Trust as the foundation for sustainable transformation
Strategic transformation and IT modernisation are now so complex that success depends on more than methods and technology. It requires relationships built on trust, shared responsibility, and mutual respect. The findings from the MyImage Management report make it clear that decision-makers reward consultancies that can deliver exactly that.
At a time when many organisations are rethinking their approach to IT programmes and external advisors, it is worth remembering: the strongest reputation is not created through visibility alone, but through accountable action.
