> That looks like three deeper problems than the consultants were tasked to solve.

No, this is exactly the reason the consultants were hired. Not to solve the cultural problems, but to work the broken process. It's not really in the consultants interest to solve the cultural problems anyway, because it drives repeat business.

This comment and the parent sums up GE exactly. These consulting engagements were/are a constant stream there. However, they were often ordered by ineffectual, siloed pretend managers and absolutely nothing came of it aside from a bill and the manager getting to feel like a manager for triggering the engagement.