Unconsulting at int[cube]

Advice that leaves organisations more independent. How we put the Unconsultancy Manifesto into practice.

What is Unconsulting?

Short answer: Unconsulting is a way of giving organisations guidance and expertise that leads them out of dependency instead of deeper into it. It deals openly with conflicts of interest, tries to help as many organisations as possible instead of extracting as much revenue as possible from a few, and connects organisations so they learn from each other.

Our founders Dror-John Röcher and David Fuhr coined the term in 2024 in the Unconsultancy Manifesto: five values and eight principles, modelled in form on the Agile Manifesto. The manifesto describes the idea. This page shows how we apply it at int[cube].

The five values in our work

Impact over ritualized theater

We measure what changes. In a cohort of 19 portfolio companies of Bregal, the external attack surface fell by 68% in eight weeks. In our cohort of 27 municipalities, the share with SMB signing rose from about 20% to about 80%. In due diligence we deliver data-driven reports and dashboards.

Interactions over one-way communication

In cohorts, teams work on their own systems every week, with us and with each other. The documentation is done when the cohort ends, and the knowledge stays in the team.

Scalability and repeatability over unnecessary individualization

We build guides and scripts once and implement them with many organisations at the same time, most recently with 27 municipalities in parallel. That is why a cohort costs each organisation between a quarter and two thirds of a consulting project.

Cooperation and community building over protecting client relations

Classic consulting keeps its clients apart. In our cohorts they learn from each other. Asked how they felt at the end, one answer from the municipal cohort was: "less alone".

Transparency over obscure and/or unfair practices

We write down what works and what does not: which topics are hard to run as a cohort, such as backups across different products, and what we will change in the next cohort. We also name our limits: we do not give legal advice and we do not run your systems.

And inside the firm

The manifesto applies inside the company too, above all the principles of organicity and self-awareness:

Cohorts instead of a pyramid: small, networked teams instead of partners who sell and juniors who deliver.
Profit share: everyone who works here shares in the joint success.
Self-organisation: after three years of very flat hierarchies, we organise along management and specialist roles, with a lot of ownership.
Priorities, in this order: economic survival, joy of working together, doing good, profit. "Don't be evil" isn't good enough for us.

Where you meet Unconsulting at int[cube]

Unconsulting in Cohorts: one topic, many organisations, 6 to 12 weeks; with German pages for mid-sized companies and for municipalities.
Cybersecurity for Private Equity Firms: measurable programmes for whole portfolios, with cohorts across portfolio companies.
Consulting: for topics an organisation tackles on its own, with the same standard of impact and transparency.

The full manifesto and its history are on unconsultancy.org, with an introduction at What is Unconsulting?