Management Consultancy in the 21st Century

Management Consultancy in the 21st Century

Management Consultancy in the 21st Century

Management Consultancy in the 21st Century


The consultancy market is predicted to grow 50% in the next 5 years. Clients' needs are becoming more complex & alliances are being created. This is an up-to-date and forward looking view of the industry, with current problems and possible solutions.


Most books aim to propound a single theory or tell a single story. This book is different.

As one of the newest and most volatile industries in a rapidly changing business environment, management consultancy has always evaded analysis and defied prediction.

Had someone tried to speculate, 40 - or even 20 - years ago about the future of consultancy, it seems unlikely that they would have envisaged an industry with the scale and scope that it has today. It would seem foolish, therefore, to attempt to predict how this industry will look over the next two decades. And this book would, indeed, be doomed to failure, if it tried to present a single, coherent vision of the future. But that is not its intention: no one individual or firm has the answer.

Rather than focus on just one potential - and probably erroneous — prediction, it is therefore much more interesting to present a wide range of views - from consultants, clients, suppliers, and industry experts - and to explore the range of possibilities. Will the consulting market continue to grow at its current, almost exponential rate? How could the relationship between consultants and clients change? What are the key threats and opportunities for consulting firms likely to be? What may make one firm succeed while another fails?

The people to whom I talked during the course of writing this book had different answers to these questions. They would not necessarily subscribe to my opinions, nor I to theirs. The point of this book lies in its plurality - in its ability to broaden our understanding of the issues facing this industry, to provoke debate rather than stifle it.

But, although what we have here is speculation, it is certainly not idle speculation. The future has to come from somewhere: consulting firms are what they are today, because ten, maybe 20 years ago, the people who worked in them had at least a sense of how their industry could develop - its future potential. They seized, for instance, the opportunity brought by new technology in order to broaden their role within their clients' organisations. Similarly today, faced with the growing importance of the intellectual economy and the speed with which the business environment as a whole is evolving, there are choices to be made, opportunities to be grasped, risks to be avoided. The ideas put forward here may not be proved . . .

Search by... Author
Show... All Results Primary Sources Peer-reviewed


An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.