Abstract for: Preliminary Results on Value Creation and Erosion in Consulting Services

The client–consultant relationship demands a critical examination of how value is dynamically created and eroded over time. Grounded in the principles of Service-Dominant Logic, this work-in-progress explores value as a co-created and evolving outcome of continuous interactions between consultants and clients. The study aims to identify the processes underlying value creation and erosion in consulting engagements by integrating insights from Service-Dominant Logic with systemic archetypes, particularly those proposed by Senge (2006). Methodologically, the research involved meetings with members of a consulting firm to map their value proposition, followed by the construction of causal loop diagrams. These diagrams were subsequently refined and validated to incorporate a relevant systemic archetype. The resulting Shifting the Burden archetype highlights both the creation and erosion of value: on one hand, a balancing loop demonstrates how clients apply the knowledge gained through consulting to implement fundamental solutions, thereby reducing the need for further external support. On the other hand, reinforcing loops reflect the client’s growing reliance on short-term leading to a gradual loss of autonomy and diminish the client’s capacity to implement sustainable improvements. This study aims to contribute to critical reflection, organizational learning, and the continuous improvement of consulting practices. It underscores the potential for unintended consequences in client–consultant interactions, illustrating how even well-intentioned decisions can produce counterintuitive results. Artificial Intelligence was employed to enhance the clarity, fluency, and overall quality of the text in English.