'Internal Consultants:' When Employees Talk but Don’t Execute

More than 20 years ago, when I first walked the halls of distribution centers, loading docks, and logistics planning offices, the golden rule was clear: “Here, what you do matters — not what you say.” At its core, logistics has always been a discipline of action: moving goods, resolving bottlenecks, adjusting routes in real time, calming dissatisfied customers, and ensuring the chain never breaks — not for a minute, not for a single pallet.

But over the past two decades, as technology, globalization, and supply chain complexity have radically transformed our industry, another phenomenon has emerged — and taken root — threatening operational effectiveness: the employee who acts like an internal consultant.

I’m not referring to senior strategists or continuous improvement specialists. I’m talking about those associates — at any hierarchical level — who have an opinion on everything, a ready-made diagnosis for every crisis, and an “expert” recommendation for every problem, but who vanish when asked to take the reins. They’re the first to point out the warehouse supervisor’s mistake, criticize the driver’s route, or question inventory policies, but the last to lift a box, adjust a KPI, or stay late to resolve the day’s issue.

This profile is not exclusive to Mexico. I’ve seen it in manufacturing plants in Ohio, e-commerce hubs in Sao Paulo, ports in Cartagena, and cross-docking centers in Toronto. It’s a cultural virus that spreads in organizations where communication is mistaken for contribution, and where theoretical knowledge is rewarded more than tangible delivery.

The Cost of Inaction in Logistics  

• Average EBITDA loss due to poor disruption management: 45%  
• Cost of analysis paralysis (lost potential revenue): up to 30%  
• Productivity drop due to performance gaps between employees: up to 800%
• Percentage of globally engaged employees: 21% (2024)

"Inaction, over-analysis, and lack of commitment carry a measurable — and avoidable — cost."

Across a continent where logistics faces unprecedented pressures — from driver shortages to input volatility, and the demand for deliveries in hours, not days — this gap between talking and doing is not a luxury. It’s an anchor that can sink entire operations.

And the most dangerous part? These employees often go unnoticed until a crisis hits. Then, they emerge as “saviors” with flawless analysis, but no executed solutions. And when the storm passes, they retreat to their comfort zone: opining, not acting.

In my more than two decades navigating the complex seas of 3PL logistics in Mexico, I’ve observed a growing trend that transcends borders and replicates itself across logistics organizations throughout the Americas: the “adviser” employee. This profile isn’t new, but its impact is magnified in high-pressure operational environments where efficient execution is the backbone of success.

“Perceived vs. Real Productivity in Logistics Teams (Americas, 2024)”

Estimated data (based on sectoral observation and Gallup):  

• Verbal diagnosis: 85%  
• Written proposal: 60%  
• - Participation in implementation: 35%  
• - Generation of measurable results: 18%  

If charted, it would show: “The participation curve collapses as we move from theory to action. Only 1 in 5 employees sees their idea turned into a tangible result.”

These are individuals who possess — or at least project — deep technical and strategic knowledge. They’re the first to identify a problem, diagnose its root causes, and prescribe detailed solutions. Yet, when it’s time to roll up their sleeves, implement those solutions, or assume operational responsibility, their contribution evaporates. They’re experts at saying what to do, but rarely at doing it.

This phenomenon isn’t necessarily malicious. Often, it stems from an organizational culture that disproportionately values theory over practice, or from structures where communication flows upward (reporting problems) but doesn’t translate into coordinated action downward.

How to Work with These Employees and Address These Challenges

Ignoring them isn’t an option — their diagnoses are sometimes accurate. Firing them isn’t always viable or fair. The key lies in strategic management:

1. Clarify Roles and Value Expectations: From onboarding through every performance review, it’s critical to define not just "what" an employee is expected to know, but "what" they are expected to "do" and "deliver." Value must be measured in tangible results — not in the quantity of opinions voiced. Did their “advice” lead to an optimized process? A cost reduction? A service improvement? If not, their contribution remains purely theoretical.

2. Empower for Execution, Not Just Diagnosis: If an employee identifies a problem and proposes a solution, the next question must be: “How do you plan to actively lead or contribute to its implementation?” Assigning them partial or full ownership of the proposed solution forces them to move from theory to practice. This also serves as a filter: those who truly believe in their ideas will be willing to execute them.

3. Foster a Culture of Shared Accountability: Logistics is a team sport. Publicly rewarding and recognizing not just great ideas, but effective execution and real-time problem-solving, helps rebalance incentives. Celebrate the person who fixes the conveyor belt and the one who proposes automating it — but only if both deliver concrete value.

4. Provide Action-Oriented Training: Sometimes, the lack of execution stems from a gap in practical or leadership skills. Training programs that don’t just teach "what" to do, but "how" to do it and "how" to lead change, can transform these “advisers” into true agents of operational improvement.

5. Establish Formal Innovation Channels: For those whose true talent lies in strategic analysis, creating formal roles or committees for continuous improvement or innovation can productively channel their energy — without interfering with daily operations. But even in these roles, success metrics must be based on implementation and measurable outcomes of their proposals.

The future of logistics, whether in Tijuana, Bogota, Chicago, or Buenos Aires, won’t be led by the best talkers, but by the best doers.

In a world where supply chain resilience defines national and corporate competitiveness, we cannot afford to waste talent in boardrooms full of PowerPoint slides and zero impact.

Transforming “internal consultants” is not an exercise in disciplinary correction, it’s an opportunity for organizational evolution. It’s time to redesign our corporate cultures to reward action, responsibility, and delivery. Because in logistics, words don’t move freight, people do. And the people who move freight also move economies.

According to Gallup, global employee engagement fell to 21% in 2024, with managers themselves experiencing the steepest decline. This is a red flag: If our leaders aren’t committed to execution, how can we expect our teams to be?

To the new generation of logistics leaders across the Americas, I say: Value knowledge, but demand execution. Listen to ideas, but measure results. Because at the end of the day, our customers don’t pay for our opinions, they pay for our deliveries. And that’s only achieved by people who don’t just know what to do, but who put on their work boots and get it done.