Management consultants

Over the past two years The Economist has asked “Are management consultants useful?” (October 8th 2022) and have they got too big (“The lost art of self-management”, March 30th)? On the first point, ask the 10,000-plus clients in Britain we serve across the private and public sector and for the second take a look at our data.

Our industry in Britain, the second-biggest in the world, experienced double-digit growth last year and is forecast to achieve 9% this year and 11% next. Growth has not been “soggy” in this market in recent years and artificial intelligence is not leading consultants to irrelevance. Far from it: 94% of consultants we surveyed across Britain believe client services related to AI and emerging technology will provide the biggest opportunity for expansion in consulting.

This constant evolution of the industry is nothing new. Our responsibility, as ever, will be focused on helping our clients, with the appropriate use of technology, seizing maximum advantage and efficiencies while managing data and confidentiality.

TAMZEN ISACSSON

Chief executive Management Consultancies Association

London

Bill Fold, your Chief Growth Hacker, is working for the right firm if it delivers PDQ-results (“Consulted”, March 30th). A bit of chatter with the Chief Client Crusader might reveal that the clients are part of the problem. They employ you looking for the minor miracle they have not stumbled upon. Consultants on the ground get little direction from either their clients or their senior partners. And if they chance upon the miracle, clients get precious little tough-love to follow through. After all, future revenue depends on the Groundhog Day phenomenon of continued billing.

As for “lack of strategic focus”, Peter Drucker would have said there is only one focus: your customer. That is why you exist. What do they need? Certainly not consultants in perpetuum.

But instead of doom, the traditional self-serving business models have opened the door for relative newcomers: firms that use newer business models, do not burn out their staff and leave after solving problems for their clients.

Bill Fold, there is cash to grab with these newcomers. And satisfaction from helping your customers.

STEVE TARR

Fellow

Drucker School of Management

Claremont, California