Ah, interesting. Thanks for the extra information, Surendro. From what you say, it sounds as though the top management were on board, but the middle management not (and since that's where the problem lay, there's presumably an understandable resistance). And yes, I strongly agree that there isn't much point in consulting to someone unless they're willing to try. But we also need at least some clients (if you are as fond of helping others improve, not to mention eating as I am)
From a consulting point of view, it's perhaps then important to look at how one sets up the terms of the engagement in the first place, including who you report to, and what the parameters are.
Slightly off topic, but as an example, I once worked with another consultant on a company project (at their request). He was a specialist in a different field, but related to my engagement. Problem was, they wanted him to be 'lead consultant' and he did all the client liaison and reporting, so I had no avenue to communicate with the client. It was a mistake from my point of view, and I belatedly discovered that a/ he had no idea of how to manage a project and b/ was taking credit for things I created and c/ there was no formal reporting or tracking of progress. Among other problems, the client decided I wasn't doing much (well no, he'd taken a lot of it on and presented it as 'his'). Not a mistake I plan to make again, but I learned that I should insist in future on clearer reporting and tracking arrangements - or be prepared to walk away.
It comes back to the interesting questions of how do you work through others to get things done. Perhaps the question 'how do you work with middle management when they need to but don't want to change?' would make a good new thread?