The best use of consultants I've come across has been when we've done the legwork & build in-house but used a consultant to provide information & viewpoints, be a "critical friend" to review our work, and suggest tools / templates that might work in our build. This also presumes that you have competent staff available to do the work.
I'm afraid QF may lack that competent staff to drive this (and/or willingness or skill to use what they've already got), leading QF to give too much free rein to the consultants to come up with whatever they please (i.e. rehashed PowerPoints and talking points) and implement it halfheartedly. It'd be much faster but equally effective to just go to SYD T3 and hand out $100 notes to bypassers until you've spent whatever the contract value with McKinsey is...
