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Who We Are

Legacy Transformational Consulting is a growing network of 80 extraordinary transformational consultants around the world as ever more organizations incorporate simple and strategic know-how from our work together and relate the remarkable transformations they experience to the leaders of other organizations.

Legacy recommits itself daily to being theThe New Standard for Consulting Impact™ by consistently providing Remarkable Customer Value™. We are accountable to provide our clients with the know-how to generate compelling futures, work at remarkable new levels and produce stunning results. We are passionate in our stand for this being the only reason for our existence.

For some 20 years, Legacy has assisted organizations of all types to:

  • Create new ways of thinking and being
  • Create futures once considered to be mere fantasies
  • Establish trust, integrity and accountability in all actions and endeavors
  • Experience unprecedented successes completely disconnected from past difficulties
  • Develop unparalleled leaders and demonstrate leadership effectiveness

Our clients' results are not merely the traditionally incremental because our methodologies are not traditional.

Further, our clients' results are not traditionally incremental because our principles go beyond traditional pragmatism and expediency. We live today in chaotic phenomena and require the know-how to master being effective in that environment. Legacy is your source for making that available to all your leaders.

 

For strategic planning, the grand fallacy is this: because analysis encompasses synthesis, strategic planning is strategy making. The fallacy itself rests on three fallacious assumptions:

  • That prediction is possible
  • that strategies can be detached from the subjects of their strategies, and
  • above all, that the strategy-making process can be formalized.

According to the premises of strategic planning, the world is supposed to hold still while a plan is being developed and then stay on the predicted course while that plan is being implemented. How else to explain those lockstep schedules that have strategies appearing on the first of June, to be approved by the board on the fifteenth?

Henry Mintzberg

© Legacy Transformational Consulting, Inc.