Why change capacity is the real constraint, why a consultancy that resells cannot advise you, and how to buy consulting so that it has to work.
Most organisations know what they should do. What they do not have is the ability to absorb another change on top of the four already running, and nobody measures it.
The advice may still be good. The problem is that you have no way to tell, because the same firm profits from one answer and not from the others.
Automation applied to a defined process removes work. Applied to an undefined one it produces confident output nobody can check, faster than anyone can review it.
A design document cannot be wrong in any way that hurts yet. That is precisely what makes it a bad instrument for finding out whether an idea is any good.
Most consulting contracts are structured so that the supplier is paid the same whether anything changes. Five things to put in the scope instead.