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Mixed teams consisting of employees and external consultants will increasingly work together to improve knowledge transfer and the end client organizational buy-in of project results. It will become more common for companies to think "in projects” which will require multidisciplinary teams working together to achieve a specific goal, and then dissolving them when the engagement concludes. This new mindset will call for specialized or niche capabilities that are only required for specific projects and hence don't necessarily exist in all organizations. Therefore, companies will look to freelance marketplaces or partners to fill these gaps.
With the rise of digital platforms and on-demand talent, clients now have access to a wide range of skill sets at the click of a button. For certain projects, companies will opt to work with true experts with ‘real world’ experience. As a result, consulting firms will need to focus on cultivating specific expertise and niche skillsets through making use of these on-demand platforms to staff projects. This is particularly true for digitalization. Clients will demand more digital experts which will further accelerate the need for specialized experts.
The world of consulting is seeing a cultural shift in the workplace. A narrative around diversity and inclusion is developing with big players in the industry finally offering services around and advocating for diversity and inclusion. We're also seeing more women in leadership positions, and targeted programs to recruit underrepresented consulting talent. There will continue to be a focus around leadership development. Managers will be expected to inspire their teams, be empathetic leaders, challenge the status quo, and support personal development—and consultants will likely play a role in helping organizations propagate this kind of culture. The shift to remote work and a return to hybrid working will impact the consulting industry—normalizing fewer visits to the client site and less formal attire. All of these changes will give way to a more progressive, increasingly flexible industry that is well prepared to deal with a business landscape that will see similar shifts.
I help organizations frame the problem, execute a thorough analysis, and then develop key insights for my client.
Pharma, Due Diligence, Customer Segmentation
Bain & Company, Roland Berger
I empower clients to create an agile plan to deliver results and to work cross-functionally to address challenges.
Go-to-Market Strategy, Transformation, Agile Planning
Bain & Company, P&G, Reckitt Benckiser
I develop solid strategies to make big things happen.
Consumer Goods, Organizational Design, Growth Strategy
Oliver Wyman, Rocket Internet, Yves Saint Laurent, Frichti
After years of consulting, I have honed my ability to assess and build pricing and commercial strategies.
Automotive, Commercial Transformation, E-Commerce and Digital Marketing
McKinsey & Company, A. Schulman
I have a demonstrated track record of developing and scaling online businesses with hands-on entrepreneurial leadership.
Media & Entertainment, Supply Chain Management, Digitalization
McKinsey & Company, BCG, Amazon
Jean Thomazo
Corporate Organization Development Director, LÓréal
Romain Decroocq
Head of Finance, Siemens
Johannes Frerichs
Head of Contract Logistics Site, DB Schenker
Hermann Wöbse
Head of Customer Development Operations DACH, Unilever
