My first six months in IT Management consulting: lessons learned and the omnipresence of PowerPoint
What does an IT management consultant actually do?
In short: We help companies get their IT landscape, processes, or strategies under control and further develop them - usually as part of time-limited projects with a variety of clients. At its core, it’s about understanding problems, identifying root causes, and developing solutions - and presenting them in a way that enables clients to make informed decisions (spoiler: PowerPoint). Generally, our workdays are routine - until the next curveball comes along: a sudden change of direction, a new requirement, or a plan that gets thrown out the window.
Teamwork isn’t just a cliché - it’s a matter of survival
What surprised me the most: how closely we work together as a project team. Tasks are divided up, but no one really works in isolation - my results build on those of my colleagues, and vice versa. That also means: a lack of communication can be really dangerous. A misunderstanding, a piece of information that wasn’t passed on, and suddenly two building blocks no longer fit together or something is missing. But what I’ve also learned is this: In this job, you step in for one another without hesitation. If someone is overwhelmed, you help - because you know that next time, it could be the other way around.
Time pressure is part of everyday life
Deadlines aren’t a state of emergency - they’re the norm. To be honest, that really stressed me out at first because I thought I had to plan and execute everything perfectly. Now I know: It’s not about perfection, but about good time management. Setting priorities, realistically assessing when you need help - that’s a skill you have to pick up quickly here. Or rather, you should pick it up.
In the end, the client decides - not us
A lesson I found difficult to accept at first: We develop analyses, concepts, and recommendations - but the final decision rests with the client. Whether we consider a decision to make sense from a technical standpoint or not is, to a certain extent, secondary. The project moves forward either way. That sounds sobering at first, but it’s also liberating: You learn to view your own role realistically - as a consultant, not as a decision-maker.
PowerPoint rules the world
And now for perhaps the most entertaining lesson: No matter which analysis tools, databases, or programs are used in the project - in the end, almost everything ends up on a PowerPoint slide. I’ve developed an extreme love-hate relationship with this program. It’s THE common tool of consulting, the universal language in which results are presented. Anyone doing this job would be wise to get comfortable with slide layouts, storylines, and key takeaways sooner rather than later.
Who is (and isn’t) this job suited for?
Let’s be honest: If you want to put down your pen at 5 p.m. sharp or crave predictable, repetitive tasks, you won’t be happy here. This job is demanding - in terms of time, content, and mental effort. But it’s also rewarding - and continuously so. You’re often thrown in at the deep end, and according to senior colleagues, that never stops. If you’re looking for variety, learning curves, and challenges, this is the perfect fit.
My takeaway after half a year:
I’ve learned more than I ever expected - both professionally and about myself. You have to constantly broaden your perspective, dive deep into unfamiliar topics quickly and intensively, and sometimes really dig in until you understand them. The job is demanding - no question about it. But that’s exactly what makes the consulting profession so valuable to me personally.
Written by Senem Sünger