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The work of consultants: foundations of consulting.

a-consultant-having-a-session-with-two-worker-in-an-organization

Part 1 of this series is What Do Consultants Do?, which defines a consultant (as Peter Block puts it) as someone who is trying to change another person, process or organization, but who has no direct control over what they are trying to change. That post also listed numerous roles that a consultant might play during a project, e.g., coach, facilitator, trainer, advisor — and many others.

In addition to the various roles in consulting, there are various approaches to consulting, as described in this post. This post describes two very different approaches to consulting: a systematic, planned approach versus an organic approach.

Consultants might even do the same approach differently, for example, some consultants might involve the client in the consulting process much more than others. However, research suggests that, for more complex projects, the more you collaborate with your client in carrying out the particular approach to consulting, the more successful you all will be in accomplishing the preferred results in the project. That collaboration requires strong people skills — that’s the topic of another series of blogs 🙂

Systematic and Planned Approach

Many consultants use a systematic, or planned, approach. They tend to include the following phases, or some variation of them – perhaps with different names for each phase. A planned approach is much more cyclical in nature, than this numbered list.

Contracting Phase

The first phase is the contract phase, where the consultant and client explore the client’s problem (or exciting goal) and how it might be addressed. They learn more about each other, and decide whether to work together or not. This phase includes completion of a formal agreement to proceed with the project.

Discovery Phase (Diagnosis Phase)

In the discovery phase, the consultant and client clarify the problem, using various approaches to get more information. They try to separate the symptoms of the problem from its real causes. They analyze the information they’ve gathered, and come to conclusions about what actions should be taken. They share their findings with other key personnel in the organization.

Action Planning Phase

The action planning phase is where the consultant and client, and ideally more employees in the organization, firm up their action plans for addressing the problem, with specific goals to be achieved, who will achieve them, and by when. It’s very important that the actions be relevant and realistic.

Implementation Phase (Change Management Phase)

The implementation phase is where the action plans are implemented. The priority in this phase is to sustain momentum in the implementation – hopefully, generating a great deal of learning. Continual evaluations ensure the implementation is on the right track to solving the problem.

Project Evaluation Phase

The evaluation phase measures whether the problem has been solved. Other aspects of the project are also evaluated, including the quality of the collaborative relationship and the learning in the project.

Project Termination Phase

All projects should end with a Termination phase, in which the consultant and client decide what to do with the results of the evaluation. They might cycle back to an earlier phase, continue the current project, or terminate the project.

Organic Approach to Consulting

Some consultants use a rather organic approach. They get a strong sense of what they think the client’s problem is, and determine what they’ll do for now to solve it. The way they work with clients seems to naturally unfold during the project. Advantages of this approach are several.

This can work very well for small projects or for cultures that don’t prefer structured approaches to problem solving or achieving goals.
It can also seem to produce quick successes in a project, when the consultant very quickly suggests what the problem or goal is and how to address it.
It can result in lower project costs because the consultant is continuously making rather quick decisions and suggestions.

The organic approach also has some disadvantages.

The consultant might not have taken the time to do the discovery needed to find the real causes of the client’s problem, rather than reacting to its symptoms.
Without a systematic discovery, many of us consultants tend to see only those problems that can be fixed with our favorite tools. For example, if we’re coaches, then we see primarily the need for coaching. If we’re advisors, then we see primarily the need to give advice.
The consultant’s estimate of the time to complete the project, might vary widely, thus, costing far less, or for more, than the client expected.
It can also be very difficult to involve clients in a way that they fully understand because the consultant is continually intuiting the situation — it can be very difficult to explain the results of one’s intuition 🙂

This post is not claiming that any one approach to consulting is always best. The best approach to use depends on the nature and needs of the client, more than the preferred approach or technical expertise of the consultant. A good consultant might have a variety of approaches and roles to use, and knows when to call in other expertise when needed.

What approach to you use?

Look for the articles in this series, including:

What Do Consultants Do?
How Do Consultants Work?
Most Important Goals and Working Assumptions of Consultants
Major Types of Consultants
Internal and External Consultants
Good Reasons – and Poor Reasons – to Hire Consultants

—————————

For more resources, see the Library topics Consulting and Organizational Development .

Information in this post was adapted from the book Field Guide to Consulting and Organizational Development by Carter McNamara, MBA, PhD. For training on consulting skills, see the Consultants Development Institute . For more resources, see the Free Management Library’s topic All About Consulting .

Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 763-971-8890 Read my blogs: Boards , Consulting and OD , and Strategic Planning .

Carter McNamara

Technical and Interpersonal Skills: Consulting Success Skills

Peter Block, in his seminal consulting book, Flawless Consulting, writes, “There is a set of skills that is an essential part of consulting over and above technical expertise and interpersonal skills – and these are consulting skills” (Jossey-Bass, 2000, p. 6). Yet, the myth continues that technical and people skills are sufficient for successful consulting. …

The Impact of Disconnected Conversations in Consulting

Here’s an Example of a Disconnected Conversation A couple of weeks ago, a friend of mine and I were talking about a particular consulting project. We just weren’t connecting in our conversation somehow — I kept repeating my points and he kept repeating his. It felt like we were disagreeing somehow, but neither of us …

Challenges in Consulting to Small Organizations: Part 3

See Challenges in Consulting to Small Organizations (Part 1 of 3) and Challenges in Consulting to Small Organizations (Part 2 of 3). 8. The focus of consultant projects can change frequently. Smaller organizations, like larger organizations, are dynamic and complex. New and different problems can arise at any level in the organization. However, in smaller …

Consulting Challenges for Small Organizations: Part 2

See Challenges in Consulting to Small Organizations – Part 1 . 5. The organizations are often too small to justify or pay for expensive outside advice. Even when struggling with recurring issues, many small organizations hesitate to spend money on what is seen as diverting valuable dollars from sales and services. So when they do …

Consulting Challenges for Small Organizations: Part 1

Small organizations are often like small families, with all of the ensuing dynamics and challenges that we encounter in families of our own. This presents special challenges for consultants when working to help leaders of these organizations to solve problems and learn at the same time. However, this also presents opportunities for the consultants who …

Client Engagement and Project Success: Part 3

As we clarified in Parts 1 and 2 of 3, if your clients don’t participate in the consulting to improve their organization, then you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”. However, long-lasting change will not occur in their …

How To Engage Clients in Consulting Assignments

As we clarified in Part 1 of 3, if your clients don’t participate in the consulting to improve their organization, then you are faced with the dilemma: “Should I just do the work for the client, or should we keep slipping deadlines in the project”. However, long-lasting change will not occur in their organization if …

A common question that we get is “How can I get my clients to participate in the consulting project when they seem too busy to even attend our meetings?” This question is relevant whether you are an internal or external consultant. In those situations, you are faced with the dilemma: “Should I just do the …

Consultant Motivation: Uncovering Client Motivations

Different people are motivated by different things. It’s very important to know what really motivates you. Otherwise, the quality of your work will suffer. When helping another person, it’s very important to know what really motivates them, as well, so that you can build those motivators into your work with them. Consider from among the …

How Can I Market My Consulting Business (Part 1)

There are numerous sources of online information about how to market a consulting business, for example, use your browser to search at inc.com, marketingsuccess.com and entrepreneur.com. We have been teaching consulting skills for many years, and the advice that we hear from our students about what has been successful for their marketing often does not …

Checklist to Terminate a Consulting Project

If you and your client decide to terminate the project because it was satisfactorily completed, or for a technical reason, or because of a sudden interruption, then be sure to terminate it in a way that maintains a respectful relationship. Consider these guidelines. Produce a Final Project Report Both you and your client should complete …

What is Resistance in Consulting Projects

Welcome to this 3-part article on managing resistance in consulting projects. Part 1 describes resistance and how to recognize it. Part 2 will describe how to deal with resistance from your client. Part 3 will describe how to deal with your own resistance as a consultant. What is Resistance? What Causes it? An important skill …

Why I’m Cynical about the Consulting Profession

Years ago, I remember going out on sales calls with one of the partners in our consulting firm, Marv Weisbord. We would most often be asked in to help a leadership team that was struggling. So, we’d be sitting with a group of managers listening to them talk about their difficult issues. I’d find myself …

Consulting Foundations: Internal & External Consultants - Part V

Welcome to this six-part series on the foundations of consulting. If you have not been following along with us, then we encourage you to read parts 1-4, referenced from the bottom of this article. Part 1 establishes the basis for the series by using Peter Block’s definition of a consultant as someone who is trying …

Consulting Foundations: Understanding the Role of Consultants

Consulting Foundations: What Do Consultants Do? Part 1 Peter Block, in his seminal book, Flawless Consulting, explains that a “consultant” is someone who is trying to change another person, process, or organization, but who has no direct control over what they are trying to change. Usually, that change is intended to improve performance – the …

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How to Write a Consulting Proposal [Templates & Examples]

Published: April 24, 2024

You’ve just wrapped up a call with a prospective consulting client. They’re interested in working with you. Congratulations! If you’ve found your way to this blog post, it’s safe to assume you now need to develop a consulting proposal for this client — and you need help doing so. That’s why I’m here.

Woman showing how to write a consulting proposal

In this post, I’ll explain what a consulting proposal is, and how to write one that your prospective clients can’t resist.

Table of Contents

What is a consulting proposal?

How to write a consulting proposal, parts of a consulting proposal, consulting proposal template for sales, consulting proposal template for marketing.

Sample Consulting Proposal

Consulting Proposal Tools

A consulting proposal is a document that outlines the nature, scope, and timeline of a specific consulting project. Like a salesperson’s pitch to a prospect, a consulting proposal highlights the problem your prospective client is experiencing and positions you, the consultant, as the solution.

Many prospective clients request proposals before officially signing on the dotted line. Why? In short, a consulting proposal outlines your working relationship so both parties can stay aligned and understand the other’s expectations. Proposals aren’t paper formalities — they signify the start of an important client-consultant relationship.

This document will effectively take your conversations with the prospect into an active working relationship. That’s why it’s important to write a good proposal.

A good consulting proposal must have the following information:

A summary of the problems or challenges that your prospect is facing.
A detailed account of how you’ll solve those problems.
A list of the results you’ll seek to achieve for their business.

It also includes contractual information such as fees and terms.

Free Consulting Proposal Template

Convert more clients with a professional, customizable consulting proposal template, including sections for:

Team Dynamics

Before You Create a Consulting Proposal

Writing a consulting proposal will require a bit of pre-work. You’ll want to get to know your client’s needs and goals.

1. Chat with your client in person or over the phone.

You can’t write an effective consulting proposal without chatting with your prospective client first. Do your best to set up a phone call for this conversation; if you can, meet in person. An email will suffice for getting to know your client and their consulting needs, but letting them see your face and/or hear your voice will help you build trust with them.

2. Understand their challenges and needs.

The better you understand your prospective client’s challenges and pain points, the more impactful your proposal can be.

While a consulting proposal template can help get the job done, the details in your proposals should not be one-size-fits-all; they should be tailored to each client and their needs. Don’t hesitate to follow up with additional phone calls or meetings to better understand your client and what they need from you.

3. Highlight your value proposition.

Hiring a consultant is not a cheap investment, and you want your client to understand that they’re investing in you because you’ll deliver results. You don’t necessarily need to include a section titled “Value Proposition,” either.

Instead, get specific on how you’ll deliver. For example, you could mention how you’ll be increasing X metric, reducing Y negative outcome, or driving Z results for their business.

4. Ask about the details.

A successful proposal reflects the project scope and details to keep both parties aligned. Don’t forget to ask about your client’s ideal timeline, budget, expectations, and outcomes. These details are important for selling a prospective client on your services as well as giving your client a better understanding of how exactly you two will work together.

Knowing how to write a clear, concise consulting proposal can make or break your ability to convert prospective clients. Let’s review how to put together a winning proposal.

Consulting Scope Template

In consulting, a scope of work document ensures that the consultant and client are on the same page from the start regarding the precise work to be completed, by when, and for what investment.

Here’s what I typically see a scope of work document contain:

Client Details

Consultant Details

Project Summary

Milestones, Tasks, Process, and Timeline

Project Exclusions

Investment and Payment Terms

Communications, Reporting, and Approval Details

Other Terms

Here’s a consulting scope of work template that you can draw inspiration from.

Scope of Work

Company Name:

Company Representative:

Designation:

Alternate Company Representative (and Contact Details):

Consulting Representative:

This project will entail (enter details here in two to three paragraphs).

Here’s an overview of the project’s tasks along with the corresponding deadlines:


Milestone 1
Milestone 1
Milestone 2
Milestone 2
Milestone 3
Milestone 3

The scope of work defines the parameters of the project. Any tasks or services not explicitly specified within this document are considered outside the scope of the project.

In consideration of the milestones described above, (Client Company) shall pay (Consulting Company) the following fee structure for the project:




	$00.00

Sample Invoice (Attach a sample invoice template for reference)

The payment terms are as follows:

$X will be paid within (insert number of days) days after signing of this scope of work as an initial deposit.
Invoices will be submitted every (insert frequency) which will include the price for completed milestones.
Payment should be made within X days of the invoice receipt.
Late payment will result in a fee of $X per day.
List other payment terms.

Communication, Reporting, and Approval

General Contact Details

Client Company

Primary Contact Person for the Project:
Contact Information:

Consulting Company

Communication Channels

This subsection outlines the communication guidelines for this project, which will take place via:

(Add general guidelines)
(Add availability/timing/frequency details)

Periodic updates regarding the project progress will be given via:

What it Includes:

The guidelines for milestone/task approval and final sign-off for the project are as follows:

(List guidelines here)
(List and explain other important terms and conditions)

Each party acknowledges that it has read this scope of work, understands it, and agrees to the terms and conditions.

Client Representative (On Behalf of ‘Client Company’):

Client Company:

Consulting Representative (On Behalf of ‘Consulting Company’):

Consulting Company:

Please read, approve, and sign this document by (insert date here). Once the scope of work is accepted, (Consulting Company Name) shall get in touch within two business days to set up an introductory call for the project.

Note : This template doesn’t constitute legal advice and is for general information purposes only. Before entering into a legal agreement, ask a lawyer to review your scope of work document prior to sending it to a client. This will help prevent issues from arising down the line.

Write an executive summary.
Briefly describe why you’re the best for the job.
Specify what the client can expect from the project.
Establish what your deliverables will be.
Confirm and outline the costs.
Specify any other contract terms and conditions.
Keep the proposal concise.
Ask for feedback

1. Write an executive summary.

Get started by writing an executive summary or introduction (also called a project summary). This section will include your client’s challenges or obstacles and how you intend to solve them. Simply put, this section summarizes the entire project.

2. Briefly describe why you’re the best for the job.

There’s a good chance your client may be receiving proposals from other companies. You’ll need to show them that you’re the right person for the job and assure them they’re in great hands. Briefly describe how your experience will help the client achieve their goals.

While it may be tempting to hone in on your qualifications and experience, your consulting proposal should focus on what your client will get from working with you. You can add this information as a short (1-2 sentences) paragraph in your introduction.

3. Specify what the client can expect from the project.

Be as specific as possible about the value and outcomes your client can expect. For example, if your main objective is to increase traffic, say that and outline how. This will help you draft your project scope.

Avoid buzzwords and generic jargon. In fact, do your best to use the same words they did in your meetings — this will resonate with them and show you were listening.

4. Establish what your deliverables will be.

Go back to your client conversation notes. Do they need a new marketing strategy, a new website, or advertising plan? What tangible products will they have once the project is completed? These will be your “deliverables” and you’ll want to include them in your proposal so the client knows exactly what they are getting out of the project. I’ll describe deliverables in more detail in the next section.

5. Confirm and outline the costs.

You’ll want to be up front with the client about how much the project will cost. Be clear about your fees and what they include. If you require specific payment structures like a deposit or installments on certain dates, explicitly explain them in this section of your proposal.

6. Specify any other contract terms and conditions.

This section will specify exactly what terms and conditions the client is agreeing to should they decide to proceed. In addition to rates, this can include a timeframe for the project (start and end date), payment types accepted or any other terms you require.

7. Keep the proposal concise.

When it comes to consulting proposals, quality matters much more than quantity. Keep your proposal as brief as possible to accurately describe the project scope and expectations. Don’t give your client a reason to stop reading your proposal and potentially view another consultant’s — instead, keep your proposal concise and engaging.

8. Ask for feedback.

A consulting proposal is a two-way document, meaning both parties should have a say in the content it includes. As you develop your proposal, clarify any questions or concerns you have with your prospective client. When finished, send it to your client for review and feedback.

Consider building your proposal in Google Docs or a similar word processor in which your client can collaborate and leave comments or suggestions.

Now that I’ve covered how to write a consulting proposal more broadly, let’s break it down into parts.

The most effective consulting proposals follow an engaging and logical structure. In this section, I’ll discuss the anatomy of a well-written consulting proposal.

1. Salutation

Begin your document by greeting your client.

A personalized greeting sets apart your consulting proposals from a generic proposal. When you treat your proposal as a personal letter, prospective clients are more likely to trust you and want to build a relationship with you. Use the client’s formal name (e.g., “Mr.,” “Mrs.,” or “Dr.”) unless you’re on a first-name basis.

2. Introduction

In this section, write three to four sentences describing the nature of the project and the issues you want to solve.

Consider this section the introduction, or hook, of your proposal. Summarize the challenges your prospective client is facing and what value you can provide through your consulting services. In this section, you should also thank your client for considering you and give them a brief overview of what they can expect from the rest of the proposal.

You can also include one to two sentences introducing yourself and your business. While the proposal shouldn’t be focused on your work as a consultant, it never hurts to include a short section in which you explain why the client should choose you. Even if you pitched yourself during your initial prospective call, you can reiterate your key strengths and qualifications here.

3. Project Scope

Next, add three to five bullet points giving insight into the exact action items (or tasks) you’ll undertake to achieve the desired result.

This section is all about what you’ll be doing to carry out the project you outlined above. For example, if you’re being hired to review and analyze a client’s marketing strategies, this section would outline how long your phone calls or office visits will be, how many calls or visits you commit to each week, the length of each visit, etc. You can never be too detailed in the project scope section; it’ll only save you and your client a headache later.

4. Objectives

In this section, you’ll want to list out three to five objectives for the project.

Now that you’ve covered both the purpose and scope of the project, it’s time to convince the client of the project’s value. What sort of results do you want your client to see after they’re done working with you?

Unlike the deliverables section below, which focuses on the actual “final products” you’ll be delivering, the objectives section focuses on the end result after those products are delivered. It’s important to put this as early as possible in your document so that your client is convinced they’re making a good investment.

5. Deliverables

Next, list out the concrete deliverable(s) the client will have once they’re finished working with you. Will it be a revamped website? A redesigned collection of brochures?

This section outlines the tangible, identifiable end “products” you will be providing your client as a result of the project. If the project scope describes “how,” the deliverables are the “what.”

Following the example above, while your project scope would be reviewing and analyzing marketing strategies, your deliverables may be a detailed analysis document, a presentation of proposed changes, or even a brand-new marketing plan (the specific details will vary depending on your client and their preferences and needs).

6. Timeline

In this section, give a timeline for each specific action item you listed in the “Scope” section.

This section is incredibly important for setting expectations and creating boundaries with clients. If the project scope describes “how” and the deliverables outline the “what,” can you guess what the timeline section is? Ding, ding — it’s the “when.”

The timeline part of the proposal should outline specific project dates and deadlines for different parts of your project. Whether you’re making office visits, creating documents, or simply sending follow-up emails, try to detail every possible date in your proposal. At the very least, make sure you include the project start, final project deadlines, and any milestones in between.

7. Investment

Next, list out your consulting fees and what they include, as well as how and when you prefer to get paid.

If you recommend using a certain payment portal, include that information here. Similarly, if you require a down payment or staggered fee structure, don’t forget that information, too.

Here are some other tips to consider when creating this section of your proposal.

8. Signature

In this section, you’ll immediately ask for a signature from your prospective client. Include space for them to write the day’s date, their name, and their signature.

You’ll want to include this straight in the proposal, even if they’re still in the consideration stage, so that it’s easier to get approval. If you add the additional step of having to send a “finalized contract,” you risk unnecessarily elongating the process.

9. Next Steps

Last, include a strong call-to-action in your proposal. Leave your email for them to contact you as well. Give clear instructions in this final section so clients know how to move forward.

While each proposal should be tailored to each prospective client, it can be tedious to write out the entire document every time. This is where a consulting proposal template can come in handy.

Below you’ll find two consulting proposal templates: one for sales and one for marketing.

You can use this free consulting proposal template in Word or PDF format. The sections match up with what I covered above, but are worded a little differently to better align with sales.

Pro tip : If you use a template, don’t forget to double-check that all client-specific details are updated and correct.

Featured Resource: Free Consulting Proposal Template

Activity

Start Date

Completion Date

Content Audit

January 1

January 14

Technical Audit

January 15

January 31

Usability Tests

February 1

February 7

Content Plan Creation

February 8

February 28

Content Plan Review and Approval

March 1

March 7

Content Creation

March 8

April 30

Website Redesign

April 1

June 1

I charge fees per project based on the estimated time to completion.

You won’t have to worry about hiring freelance writers or finding a web developer. As your consultant, I’ll take care of that for you. All fees are inclusive of phone calls and emails.

Project Activity	Hours	Fee
Content and Technical Audit	30	$900
Usability Tests	N/A	$200
Content Plan Creation	30	$900
Content Creation	100	$3,000
Website Redesign	100	$3,000
		$8,000

Please sign below.

[signature form]

Please return the signed document to me by Wednesday, December 6. I’ll touch base with you on Friday, December 8, to discuss this proposal. You can send me any questions and concerns at [email protected]. I look forward to working with you.

Now that you have an idea of what a sample consulting proposal looks like, I’m going to share some tools that can help with your next draft.

Consulting Proposal Example

For more inspiration on how to write your proposal, I’d like to show you an example of an audio marketing company’s proposal.

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Win new clients with this impressive customizable consulting proposal template.

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What is business consulting, and how does it accelerate business growth?

Group of business consultants sitting at a table and talking

Most executives and business professionals have encountered business consultants at one time or another. But to many, consulting services and the value they provide can remain mysterious. CGI is among the firms that offer business consulting services that are an integral part of its portfolio of services. Understanding how consulting works across different disciplines and industries is vital for those seeking to effectively engage business consulting professionals who can drive their missions forward.

What is business consulting?

Business consulting is the practice of providing independent and expert advice and support to organizations and decision-makers to improve their performance and efficiency. Business consulting aims to develop, refine, and coordinate strategy, transformation, and tactics to support a client's business direction, positively affect business performance, and improve an operating result.

A business consultant – or team of consultants – engages organizations to identify areas where improvements can be made and to develop strategies for implementation. They work closely with company executives and decision-makers to analyze business processes, identify problems, and develop solutions.

Are there different types of business consulting?

Business consultants typically have expertise in one or more areas, such as strategy, operations, finance, Human Resources (HR), or Information Technology (IT). Each consulting category has its own approaches, processes, and goals.

4 types of business consulting

Business strategy
Organization and change management
Information Technology (IT)

Business strategy consulting

This type of business consulting focuses on helping organizations define a direction and delivering advice on aligning with a chosen strategy. The strategy may include developing a growth plan, restructuring, buying and/or selling of assets, or revitalizing leadership.

Business strategy consultants help organizations with the definition of their vision, mission, and strategy and support them with major corporate initiatives. They also help executives set goals and address the alignment of resources to achieve specific organizational results. Business strategy consulting includes:

Corporate strategy
Corporate finance
Equity operations (investment, divestitures, mergers, and acquisitions)
Business model transformation

What is operations consulting?

Operations consulting focuses on helping organizations improve their operations and processes to increase efficiency, reduce costs, and improve customer satisfaction. Operations business consultants analyze an organization's current processes, identify areas for improvement, and develop strategies for implementing changes. This may involve redesigning workflows, implementing new technologies, improving supply chain management, or optimizing production processes.

The goal of operations consulting is to improve the efficiency of the value chain and processes. These services include activating growth strategies, developing and implementing target operating service delivery models, executing cost reduction programs, and optimizing business processes. Operations consultants help clients:

Understand market trends and customer behaviors, design a compelling product and services portfolio at the right price, enhance client engagement and loyalty, and ultimately deliver the business promise operationally. Optimize demand, supply chain, production planning, and execution, from purchasing intrants and services to delivering the final product and services, from managing key assets to maintaining production capacities. Improve and secure budgeting, accounting, costing, controlling, and optimizing financial transactions, investments, real estate, and treasury management. Assess risks (of any kind), design mitigation and recovery plans, and ensure compliance with regulations and corporate policies.

Organization and change management consulting

This type of business consulting focuses on translating business strategy into an optimal organization, consistently aligning corporate purpose, strategic goals, organizational structures, leadership and cultural behaviors, and workforce and talent management. Creating a high-performance organization requires optimizing an organization's structure and roles and changing its ways of working and its approach to building and aligning capabilities in leadership and culture. Organization and change management consultants help clients:

Design optimal organization, governance, and operating models to support strategic objectives.
Plan and facilitate all initiatives to ensure a smooth, effective, and sustained transformation of culture, behaviors, leadership, and processes.
Define and implement an HR strategy to support strategic objectives, reinvent the managerial model, activate employee engagement, anticipate, recruit, compensate, align, and build competencies.

What is the purpose of Information Technology (IT) business consulting?

This type is the practice of providing expert advice and guidance to organizations on optimizing their use of technology to create a competitive advantage and achieve their business goals. IT consultants work with organizations to assess their current IT systems and infrastructure, identify areas for improvement, and develop strategies for implementing new technologies and processes. This includes everything from selecting and implementing new software systems to improving network security and developing new IT strategies to support business growth.

IT business consulting aims to help organizations use technology to improve their efficiency, reduce costs, and achieve their strategic objectives. IT consultants help clients:

Align their technology strategies with their business strategy.
Leverage the potential of new technologies to create new products and services, and optimize their business processes and costs, by identifying relevant business use cases and defining implementation strategies.
Design enterprise architecture and identify and introduce relevant technology innovations while planning and orchestrating IT modernization.
Improve their CIO organization and IT supply chain and processes, optimize cost and operations, and manage innovation, key assets, talents, and third parties.
Anticipate and assess IT and cyber risks, design mitigation and protection strategies, help comply with regulations, plan relevant crisis management processes, and conceive recovery plans.

Are all business consulting services the same?

Individuals or firms can provide business consulting services, and they may specialize in any of these various areas. But regardless of their field of expertise, they should have some common qualities to be effective for the organizations that engage them. Any entity looking to hire a business consultant should look for specific attributes that align with your goals and objectives.

Benefits of hiring a business consulting service:

Objectivity
Flexibility

Bring in the business experts

Business consultants should bring a wealth of knowledge and experience to the table. They have a deep understanding of business practices and trends and can provide valuable insights and advice based on their expertise.

Business consultants remain objective

Consultants should provide an objective perspective that can be difficult to achieve from within the organization. They can help identify problems and opportunities that may not be apparent to those immersed in the business's day-to-day operations.

Improve efficiency with business consultants

Business consultants should be able to help streamline processes and procedures, which can lead to greater efficiency and cost savings. They can also help businesses adopt new technologies and best practices to improve performance and productivity.

Business consultants are flexible to meet your company's needs

Business consulting services can be tailored to the specific needs and goals of the organization. Consultants should be able to work on a project-by-project basis or provide ongoing support and guidance as needed.

Will my industry benefit from business consulting?

Companies can free up internal resources by hiring a business consulting service to focus on their core competencies and strategic objectives. This can help the business achieve its goals more quickly and effectively. Overall, hiring a business consulting service can be a wise investment for companies looking to improve their performance, solve problems, and achieve their goals. Business consulting services can benefit a wide range of industries, including:

Healthcare: Consulting services can help healthcare organizations improve their operations, manage costs, and comply with complex regulations.
Financial Services: Consultants can provide financial analysis, risk management, and strategic planning to financial institutions such as banks, investment firms, and insurance companies.
Manufacturing: Consultants can help manufacturers improve their processes, reduce costs, and increase productivity through lean manufacturing and other best practices.
Retail: Retail businesses can benefit from business consulting services that help them improve customer experience, optimize supply chain management, and develop effective marketing strategies.
Technology: Consultants can help technology companies develop and implement new products and services, manage their supply chains, and improve their operations.
Energy: Consulting services can help energy companies navigate complex regulatory environments, manage risk, and identify new growth opportunities.
Non-profit: Non-profit organizations can benefit from consulting services that help them develop fundraising strategies, manage their finances, and improve their operational efficiency.

What types of services are provided by business consultants?

Business consultants provide a range of services that can help organizations achieve their strategic goals and improve their performance. They bring deep expertise in various areas, such as IT, operations, finance, and strategy, and can provide valuable insights and advice based on their experience working with a diverse range of clients.

CGI business consultants have experience working with clients in various industries, such as healthcare, financial services, manufacturing, and government. This industry-specific knowledge can help organizations navigate complex regulatory environments and develop tailored solutions to their unique challenges.

5 examples of CGI's business consulting services:

Digital transformation
IT modernization
Change management
Data management

CGI can help you start your journey to digital transformation

CGI Digital Transformation services help organizations leverage technology to transform their business processes, improve efficiency, and deliver better customer experiences. These services include digital strategy development, technology consulting, and implementation of digital solutions.

CGI's Digital Transformation experts work closely with clients to understand their unique needs and goals and then develop and implement tailored solutions that drive business results. These business consultants can help organizations leverage emerging technologies such as cloud computing, artificial intelligence (AI), and the Internet of Things (IoT) to streamline operations, improve customer engagement, and create new revenue streams. Overall, CGI Digital Transformation services enable organizations to embrace digital technologies and innovate for the future, positioning them for long-term success in a rapidly evolving business landscape.

IT Modernization Consulting Services with CGI

CGI IT modernization services help organizations transform their IT systems to meet the demands of the digital age. These services include assessing the current state of IT systems, identifying areas for improvement, and developing a comprehensive strategy for modernizing IT infrastructure, applications, and processes. CGI IT modernization services can help organizations leverage emerging technologies such as cloud computing , big data analytics, artificial intelligence, and blockchain to improve efficiency, reduce costs, and deliver better customer experiences.

CGI consultants have deep expertise in various IT modernization areas, including legacy system modernization, application modernization, data center consolidation, cloud migration, and cybersecurity. With these services, CGI helps organizations drive innovation and stay ahead of the curve in an ever-changing digital landscape.

Tackling business strategy with CGI business consultants

CGI business strategy services are designed to help organizations develop and implement effective strategies that align with their overall goals and objectives. These services include strategic planning, market analysis, competitive intelligence, and business process improvement. CGI business consultants work with clients to understand their unique challenges and opportunities and then develop tailored strategies that address those needs. They provide expertise in areas such as market research, trend analysis, and risk assessment, as well as a deep understanding of industry-specific factors that can impact strategy.

CGI business strategy services can help organizations identify new growth opportunities, optimize operations, and position themselves for long-term success in a rapidly evolving business environment. The ultimate goal is to help clients achieve sustainable competitive advantage by developing and executing effective strategies that drive business results.

CGI's change management business consulting services

CGI Change Management services are designed to help organizations manage and navigate change effectively. These services include a range of strategies and tools to help organizations prepare for change, communicate change effectively, and manage resistance to change. CGI Change Management consultants work with organizations to develop customized change management plans tailored to their specific needs and goals.

Some critical components of CGI change management services may include stakeholder analysis, communication planning, training and development, change readiness assessments, and change impact assessments. The goal of CGI Change Management services is to help organizations successfully navigate change and achieve their desired outcomes while minimizing disruption and resistance.

Data management services with CGI

CGI's data management services are designed to help organizations manage and leverage their data effectively to drive business value. CGI provides a range of data management services, including data governance, data quality, data integration, data warehousing, and master data management. These services are designed to help organizations improve the accuracy, completeness, and consistency of their data and enable them to integrate data from multiple sources and store it in a centralized data warehouse.

CGI's data management services can also help organizations create a single view of their master data, such as customer or product data, and use it to make informed business decisions. Overall, CGI's data management services can help organizations unlock the full potential of their data to improve decision-making, drive innovation, and gain a competitive edge.

The value CGI business consultants provide

Over more than four decades, CGI has grown into one of the world's largest providers of high-end IT and business consulting services. In rapidly changing times, we help our clients boldly set their ambitions and clearly drive their course to the future with confidence. We bring insights you can act on based on facts, creating a path for future growth and sustainable value.

For both IT and non-IT challenges, we help organizations choose the best path for transformation and work collaboratively every step of the way. The digital expectations of customers and citizens are profoundly transforming how business is done. That's why CGI supports clients in developing digital strategies by applying a unifying framework and industry-tailored approach that recognizes transformation is about people, not technology.

Ultimately, this means focusing not just on technology but also on modernizing delivery, change, culture, and development of a sustainable culture that embraces innovation. This is where a holistic business consulting team can create real value.

Partner with CGI for your business consulting needs and watch as we quickly help you straighten out the kinks in your operations and pave a path towards success. From digital transformations to change management services and more, we'll make your next transition as smooth as possible, so all you have to worry about is watching your business grow.

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11 tips for consultants on assignment

September 3, 2024 · Consulting

Written by: Lezan Rashid

Here are insights and guidance for those considering a career in consulting, as well as for current consultants. What should you consider when you’re out on a consulting assignment? Is it a smart move to start your career as a consultant right after graduation? And what does it really mean to go “the extra mile”?

This is my second blog post out of two. In the first, I shared insights about the consultant role today and in the future.

Is it possible to start your career as a consultant?

Absolutely! I believe it’s the best career path for a recent graduate. Why? Because you get to try out a variety of assignments, perform different tasks, familiarize yourself with various workplaces and corporate cultures, and meet many people. Plus, you get to network. This way, you can find your niche and what suits you best.

When you’re on assignment, it’s a good idea to take the opportunity to study the company’s operations and see what the different departments do. For example, what does procurement work on? What does the after-sales department do? What tasks do those working in quality management have? And the next time you arrive at a new company, you can get acquainted with the new operation as well. This gives you a better understanding of the different departments and makes it easier to find your niche and discover what you find interesting and enjoyable!

What should a consultant be like, and what is good to keep in mind?

While it’s essential to be yourself, there are several important considerations to keep in mind during an assignment. Here are 11 key points to remember as a consultant on the job.

1. Personal Qualities/Behaviors

It’s beneficial to be self-driven, proactive, flexible, curious, a relationship builder, a problem solver, goal-oriented, eager to learn, attentive, and inquisitive.

Proactive : During slower periods in your assignment, proactively seek out tasks that might benefit the client or team. For example, this might involve suggesting improvements to workflows or creating manuals for new team members (of course, this should not interfere with your regular responsibilities).
Curious, Eager to Learn, and Inquisitive : One major reason clients hire consultants is for fresh perspectives, so it’s useful to question things (in a positive way, of course). Ask why things are done a certain way, why a particular program is used, or if there’s a better approach.
Networking and Building Relationships : Integrating into the team is crucial. Don’t sit alone during breaks; join others. Talk to your colleagues and team members, get to know them, and ask about their weekends. Suggest after-work activities or organize an evening event. One of the best parts of being a consultant, in my opinion, is the opportunity to attend after-work events with both your consulting colleagues and the client’s team. How awesome is that?
Self-Driven : It’s always advantageous for the client if you can work independently and tackle problems on your own or at least make an effort to solve issues by yourself. For instance, if you need access to a certain program, contact IT support directly instead of just informing the client that you can’t start the program.
Flexible : Being flexible is a significant advantage because it allows the client to place you where reinforcement is needed. If you communicate that you are willing to help wherever necessary, the client will greatly appreciate your adaptability.

2. The Willingness to Go the Extra Mile

One principle I’ve always embraced in my consulting assignments is to go “the extra mile.” But what does this mean, and how can you implement it?

When you’re settled in with your team and familiar with your environment, consider doing something extra, like organizing a breakfast or a coffee break. Or why not hold a seminar or a lecture on a specific area where you feel the team could benefit from more expertise?

However, going the extra mile doesn’t always have to involve organizing a breakfast or seminar. It could also mean taking on additional responsibilities that fall outside your original scope. This might include tackling tasks that others in the team haven’t had time for or addressing observed inefficiencies.

You might be thinking, “Why should I take on extra tasks? I’m not getting paid for that.” While you might not receive immediate payment for these extra efforts, you gain valuable learning experiences and the opportunity to interact with new people. Additionally, there’s significant potential for the client to want to work with you again in the future.

3. Leverage the Expertise Within Your Consulting Firm

If you encounter a challenging issue at work or come across a software you’re unfamiliar with, seek help from your colleagues within the consulting firm. There’s likely someone who can assist you with your challenge.

Additionally, I want to highlight the importance of being a mentor, coach, or sounding board for others within the consulting firm. It’s a rewarding experience for both parties involved.

4. Be Eager to Learn and Stay Updated

As a consultant, it’s important to stay current with the latest technology and software, and to be one step ahead of the client.

5. Keep a Journal – In Case the Project Leader is Absent

If you’re on assignment and notice that the client is not sufficiently present, it’s a good idea to keep a journal on a weekly or monthly basis and send it to the client. Document what you’ve done, observed, learned, and contributed, among other things. With many people working remotely today, updating the client on your activities can be very helpful.

6. Promote Yourself and Your Consulting Firm

Another important aspect to keep in mind is that you represent not only yourself but also your consulting firm. For example, if you and your consulting company organize a breakfast in the break room, employees from other departments might notice and think, “How exciting that this company is hosting something. Who are they?” This way, you are also promoting your consulting firm.

7. Ask for Feedback Regularly

Continuously seek feedback and provide it to the client as needed.

8. Own Your Professional Development

As a consultant, you are responsible for your own professional growth. Take initiative to learn and stay updated on new technologies and software. Consider enrolling in an evening course or an online course to enhance your skills.

9. Plan for the future

As a consultant, it’s important to plan ahead for the next three to five months in terms of your assignments. Where do you want to be in five months? It’s easy to become focused on your current assignment, but always keep looking forward and strive for new goals. Consider what you want your next assignment to be like.

10. Evaluate After Each Assignment

Assess your performance after each assignment. What did you do well? What could you have done better? What lessons can you carry forward to your next assignment?

11. Keep Up with Industry Trends

Pay close attention to the client’s challenges. You might have ideas on how to assist them. By listening closely and staying attuned to the latest developments you can uncover new business opportunities.

As a consultant, you’re on-site and interacting with the client daily. Since you have the best understanding of the situation, consider helping the consulting manager with insights and information you gather.

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Guest blogger: Lezan Rashid, consulting manager at Alten

Lezan Rashid knew she wanted to become a consultant from the time she was studying, and she made sure her dream became a reality quickly. Today, she works as a consulting manager at Alten . She is also passionate about sharing her experiences and insights on how to become a truly excellent consultant.

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Learning the Basics of Consulting Methodology

I’ve been increasingly encountering consultants who are bidding on—and sometimes winning—contracts that call for methodologies and competencies which they don’t really possess. In the last month alone I’ve received honest inquiries (and sometimes not-so-cleverly veiled mysterious questions) about how to conduct focus groups, what to do when faced with a post-merger culture, what to ask in an interview, and how to facilitate a strategy retreat.

I’ve always been an exponent of “pushing the envelope” and trying things I’ve never done before, but I’ve also carefully educated myself, prepared my approach, and anticipated contingencies. I’ve never accepted an assignment without a clue about how to implement, and simply hoped for the best.

Also, make no mistake that enrolling in the “schools” being offered on facilitating, coaching, and other areas constitute some magical certification (or even an in-depth learning experience). My question is always the same: Who certifies the certifiers?

If you’re going to undertake consulting delivery, then you have to make some decisions about your array of competencies. Some consultants and even some major firms have a single methodology. They do one thing well (one would hope) in a field such as strategy, customer sampling, technology, sales skills, or problem solving. They may be one-trick ponies, but they know it and make a conscious choice, which is a viable strategy, although not one I’d enjoy.

My philosophy has always been to diversify as much as possible and attain as many skills as I can master (although finance and technology have proved to me the outer limits of this particular metropolis). But I’ve rigorously learned my craft in all areas in which I operate, sometimes introducing my own improvements and direction. But no matter what your own strategy, it’s unthinkable that you should expect to be a respected professional unless you learn the basics of even those methodologies that you may not personally choose to employ but which nonetheless do represent the core of our profession’s technology.

No matter what your specialty or how broad your generality, I believe you should be minimally conversant in these areas:

focus groups, interviewing, similar sampling techniques
problem solving, decision making, and planning
innovation and creativity
communication, feedback, and interpersonal relations
strategy formulation and implementation
behavior modification and morale
performance evaluation and succession planning
coaching and counseling
conflict resolution and negotiating

Too ambitious? You can be the judge. I’m not calling for consulting expertise in all of them (although many of us can perform in all of those areas), but merely the ability to know how they work and what they entail.

If you bid on projects that involve areas of competence you don’t possess and don’t understand, you’re not a consultant, you’re merely a slick (and lucky) sales person.

Million Dollar Consulting ®

For the world.

Accelerate your business to new heights with Million Dollar Consulting® for the World , a new online learning experience from Alan Weiss.

Your Legacy is Now

Life is not a search for meaning from others, it’s about the creation of meaning for yourself..

For over 30 years Alan Weiss has consulted, coached, and advised everyone from Fortune 500 executives, state governors, non-profit directors, and entrepreneurs to athletes, entertainers, and beauty pageant contestants. That’s quite an assortment of people, and they run into the thousands. Most of them have had what we euphemistically call “means,” and some of them have had a lot more than that. Others have been aspiring and with more ends in sight than means on hand.

Alan Weiss states:

I’ve dealt with esteem (low), narcissism (high), family problems, leadership dysfunctions, insecurities, addictions, and ethical quandaries. And I’ve talked about them through the coronavirus crisis. But don’t get the wrong idea. About 95% of these people have been well-meaning, honest (to the best of their knowledge), and interested in becoming a better person and better professional. Otherwise, they wouldn’t be talking to me.

I found the equivalent of the “runner’s wall” in their journeys, where they must break through the pain and the obstacles and then can keep going with renewed energy and spirit. But runners know how far they must go after the breakthrough, be it another half lap or another five miles. There is a finish line.

I’ve found that people in all positions, even after the “breakthrough,” don’t know where they are in the race, let alone where the finish line is.

They do not know what meaning is for them. They may have money in the bank, good relationships, the admiration of others, and the love of their dogs. But they have no metrics for “What now?” They believe that at the end of life there is a tallying, some metaphysical accountant who totals up their contributions, deducts their bad acts, and creates the (hopefully positive) difference.

That difference, they believe, is their “legacy.”

But the thought that legacy arrives at the end of life is as ridiculous as someone who decides to sell a business and tries to increase its valuation the day prior. Legacy is now. Legacy is daily. Every day we create the next page in our lives, but the question becomes who is writing it and what’s being written. Is someone else creating our legacy? Or are we, ourselves, simply writing the same page repeatedly?

Or do we leave it blank?

Our organic, living legacy is marred and squeezed by huge normative pressures. There is a “threshold” point, at which one’s beliefs and values are overridden by immense peer pressure. Our metrics are forced to change.

In an age of social media, biased press, and bullying, we’ve come to a point where our legacy, ironically, is almost out of our hands.

Yet our “meaning” —our creation of meaning and not a search for some illusive alchemy—creates worth and impact for us and all those with whom we interact.

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How to write consulting proposals like mckinsey (with examples).

What is a consulting proposal?
Structure of a consulting proposal

Parts of a consulting proposal

Tips for writing an effective proposal, use a template to strengthen your proposal, frequently asked questions.

A significant part of your success in consulting comes down to your ability to create high-quality proposals. The top management consulting firms know this and have all optimized their proposal writing methodology for maximum effectiveness.

A great consulting proposal requires the right content and structure. This post aims to teach you how to get both right so you can craft effective proposals with a high win rate. Drawing from our consulting background — with a combined experience of creating 500+ consulting proposals — we're here to share our proven methodologies with you.

What is a consulting proposal?

A consulting proposal is a slide deck or text document sent to a potential client that outlines a specific project's objective, scope, cost, and timeline. Like a sales pitch to a prospect, a consulting proposal highlights the problem your prospective client is facing and positions you, the consultant, as the solution.

Before writing the proposal

The first step in any consulting engagement is typically an initial meeting or call with the prospective client to understand their business, industry, and specific challenges and goals.

Half of your proposal work is asking the right questions in your early conversations with the client. Getting this right will make writing the proposal easy. You need to figure out the problem, why it's important, why they can't solve it themselves, and why they need you to solve it.

Structure of a consulting proposal

Proposals will have slight variations across different firms/projects, but proposals from McKinsey, BCG, and Bain typically consist of the following elements (in this order):

Sections 2, 3, and 4 comprise your proposal's core. This is where you demonstrate you understand the client and their market, situation, challenges, and goals - and present them with a clear and compelling way forward to achieve the objectives.

These three sections should follow McKinsey's Situation-Complication-Resolution structure (SCR), which offers a simple and compelling story structure.

Let's go through each of the sections one by one:

1. Executive Summary

A one-page summary repeating the main points covered in sections 2, 3 and 4. Again, we recommend you structure your summary using the Situation-Complication-Resolution framework ( See: How to Write an Effective Executive Summary ) .

2. Background and context (situation)

This section is where you create trust by demonstrating that you've understood the client, their situation, and their market. If your proposal is a response to an RfP (a request-for-proposal) then this is also the section where you play back the request in your own words to show that you've probably understand the assignment.

Ask yourself:

What are their business goals?
What do they want to accomplish with this project, if relevant?
How is their current performance?
What have they done so far?
Why are we in this process?
Who are the decision-makers?

You do not necessarily need to explicitly state all this in slides, but make sure any background or situational slides you do include are correct and to-the-point around the specific problem/opportunity area you'll later cover in your proposal.

3. What is the problem? (complication)

Once you've set the background and context, you want to highlight what has/will change, given a threat, challenge, or opportunity. Ask yourself:

Why is the current situation not sustainable (either because a threat will become a reality or an opportunity cannot be grabbed)?
What are the key barriers between the client's desired future state and current situation?
What is the business impact of leaving challenges unresolved?

You should clearly outline the complication and expand on the underlying issues. Include your best estimate on the impact if nothing is done.

The ability to do this again showcases to the client that you understand their business and its dynamics and further builds trust that whatever solution you propose will work.

4. Objectives of the project and proposed solution (resolution)

Clearly articulate the objective of the project and your proposed solution. When you lay out the solution, we recommend you follow the Pyramid Principle and start with the high-level components or overall main answer.

Once you've presented the high-level solution, you want to start detailing what is included under each solution element, showing which underlying questions or hypotheses will be investigated and which specific methods will be used to get to an answer.

Consider ending this section with a short business case that estimates the measurable impact the customer can expect in return for their investment in the project.

Example A simplified example based on a real-life Bain proposal to UC Berkeley - illustrating the situation-complication-resolution storyline:

Background and context (situation) Like many universities, UC Berkeley has recently come under significant financial pressure. Inconsistent and declining funding from the State of California and rising operating costs have led to a budgeted shortfall of $145 million for the FY 2008-09.

What is the problem? (complication) UC Berkeley has already taken several dramatic steps to reduce the budget shortfall - including increases to student fees, faculty hiring slowdown, staff hiring freeze, and furloughs.

These steps have solved the problem in the short term, but the cost reductions are not sustainable on a prolonged basis (as shown in this forecast).

Accordingly, UC Berkeley seeks to improve the efficiency and effectiveness of its operations and organization so that the $145 million budget gap can be reduced.

Objectives of the project and proposed solution (resolution) The primary objective of this project is to identify options to reduce the University's addressable operating cost structure by as much as $80 million to $100 million (vs. 2022-23 baseline costs) through more efficient and effective operations.

To achieve this, we will deliver a gross list of cost-spanning options to select from spanning these cost-areas: Labor costs, processes, policies, organizational structures, and systems.

Experience has shown us that the most important factors... (continues)

5. Project approach/details

You have now demonstrated that you understand the client and their situation, challenges, and objectives - and you have outlined a clear and compelling way to solve the challenge. In this section, you lay out the project details covering the following sub-sections:

Approach What steps will you go through to arrive at the solution or recommendation? Break down the projects into steps or work streams and unpack the activities and goals for each of them. Start with a high-level overview.

Example We propose a five-stage approach to develop options to choose from in making operating cost reduction:

Build baseline
Identify opportunities
Design options
Validate and select options
Communications and stakeholder management

The goals, activities, and timing for each stage are outlined in [Figure 1] below and are described in more detail in the following slides...

Deliverables Describe what each project deliverable will contain, when it will be delivered, and the acceptance criteria. Examples:

Business cases for 15 high-potential cost reduction and organizational restructuring opportunities, including implementation options
Targeted messages and communication strategy for each stakeholder segment
Marketplace MVP operational with priority features

Scope Clearly define the scope of the project. What areas of the business or opportunity will you investigate, and how deep will you go? (E.g. customer segments X & Y in market Z).

Project plan & timeline Give a more detailed project roadmap with work stream/activity breakdowns showing sub-activities, timeline, and key milestones, as well as key meetings or decision points (especially those involving senior stakeholders).

Project timeline slide example. Slideworks template

Project management & team What team members will be on the project, and what are their roles and high-level experience? Team members are often divided into the following groups: Engagement management, project management, project team, and expert advisory.

Project team slide example. Slideworks template

Project governance & client resources What client stakeholders will be involved in the project - project management, steering group members, expert input, etc. - and how much of their time is needed (this provides both an indication of the disruption level and allows the client to factor in the time and costs associated with their own resource need).

Project organization slide example. Slideworks template

Risks & mitigations Depending on the type of project you might include an overview of key project risks and how to mitigate them. Consider ranking your identified risk areas according to "likelihood of risk" and "impact of risk".

Including risks and mitigations once again shows the client that you've thought things through and gives them assurance that you can solve this problem.

Craft your consulting proposals with McKinsey's insights.

6. Costing/Pricing

There are two common ways of doing pricing: Fixed fees or hourly rates.

If you do project-based pricing, you should break down the costs in a table according to sub-deliverables or work streams. If you do hourly pricing, you should break out the hourly rates for each category of consultants working on the project (Senior consultant, 80% allocation for 8 weeks at xx $/hour, etc.).

McKinsey, BCG, and Bain, typically charge their clients a fixed fee on a project basis. The fee size is based on the project's duration, team size, and the required expertise level, rather than the hours an individual may work.

In the consulting industry, the exact pricing of engagements is a closely guarded secret. However, now and then, a government RfP response finds its way into the public domain. One example is this 16-page McKinsey proposal on COVID-19 response to the State of New Jersey. In this proposal, you can see how McKinsey has broken up their fixed fee according to work streams, the number of consulting staff assigned to each one, and the project duration.

Pricing breakdown from McKinsey proposal

Pricing breakdown example from McKinsey proposal

Hourly price breakdown example from Deloitte proposal

Other expenses

A list or note of approved expenses (like travel, food, accommodation, etc.) might be added. These costs are not included in your project price, but you will incur them during the execution of your work. Typically, these costs are billed to the client "at cost". You need to address reimbursable expenses in your proposal. Otherwise, don't expect to get reimbursed for them.

7. Why [your firm]?

Use this section to reinforce your expertise in solving challenges similar to those your prospective client faces. What makes you uniquely qualified for this project? Consider including the following slides/sections:

We have successfully managed many projects of this size, scale, and complexity in [client industry]
We bring access to unequaled expertise and insights
We deliver results (as proven by these cases)
This list of past clients can be contacted for reference

8. Appendices

Appendices will include relevant supporting material and additional details on key points.

General introduction to [Your firm].
Detailed CVs for the project team.
Additional reference cases.
Relevant details about methods and tools which you propose to use during the project.
Detailed terms and conditions if there is no framework agreement with the customer.

Get practical examples to complement the techniques in How to Write Consulting Proposals Like McKinsey.

Always put client needs first

A common mistake is to write proposals with a 'your firm-first perspective' instead of a 'client-first perspective'. A good business proposal is remembering it's all about the client . Resist the temptation to write about yourself in the proposal.

A good proposal is short, relevant, and actionable

Short: No one wants to read 100 pages, especially when it's not about them. Use the pyramid principle (say the most important things first) and keep all the details in an appendix. Try and limit the main proposal deck to 20-30 slides or 10-15 pages.

Write the proposal in simple language that your client understands. Keep it free of consulting jargon and acronyms to the extent possible.

Relevant: Most people don't care how the sausage is made. Take out everything that doesn't directly relate to the client's situation/problem or solution you're proposing. Prune out anything that is a departure from the central problem.

Actionable: The clearer the path forward, the easier it is to say yes. Don't burden the customer by making them guess the next step or resources needed. Make the ask on money, people, and time clear.

As you know by now, an effective consulting proposal requires both the right content and structure. And while you cannot write a proposal based on a template and just make a few tweaks here and there, a template can speed up the process, ensure you follow the structure, and inspire you on how specific types of slides can be designed and structured.

Our Consulting Proposal Template for PowerPoint follows the methodology presented in this post and includes 244 template slides created by ex-McKinsey & BCG consultants as well as a full-length (winning) consulting proposal sent to a Fortune500 company in 2023.

How long should a consulting proposal be?

Proposals can be for sole source or competitive projects. They can be based on a casual conversation or on a formal Request for Proposals (RFP). As a result, they vary from short letter proposals (3–12 pages) to full-size proposals (20–80 slides). Some Federal Government contracts may run to 150 pages or more.

What format should the proposal be?

The proposal format will typically be a condensed slide deck unless the client specifically requests a plain text document. Final proposals are always shared as PDFs.

Often, consultants will be asked to pitch the proposal after submitting it. A well-structured presentation will help here - and it is a lot easier to pitch than a text-document.

Proposals vs. LOP and SOW?

Proposals are sometimes called Letter of Proposal (LOP) or Statement of Work (SoW). Different names, same content.

Can this proposal structure be used for an RfP?

Where there is an RfP, proposal writers should always follow the RfP instructions and evaluation criteria regarding the specific format and areas to emphasize. E.g., If an RfP requests specific pricing information or breakdowns, you should always follow these instructions.

Download our most popular templates

High-end PowerPoint templates and toolkits created by ex-McKinsey, BCG, and Bain consultants

Create a best-practice proposal incl. solution design, team, project timeline, KPIs, pricing etc.

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Create a full business case incl. strategy, roadmap, financials and more.

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This guide, written by an ex-McKinsey consultant, teaches you how to create best-practice key takeaway slides based on a proven framework.

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This guide, written by ex-BCG and Bain consultants, takes you through what a commercial due diligence report is, why it is important, and how to effectively craft your commercial due diligence slides.

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Mastering Risk Mitigation Slides: A Best Practice Guide with Examples

Risk Mitigation Slides are an effective and efficient way to summarize your risk management strategy by assessing, prioritizing, and planning for risks. In this post, we will explore various risk mitigation slides and offer a few tips and tricks for building your own.

Jul 30, 2024

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What is management consulting, and how do you become a consultant?

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What’s management consulting?

What does a management consultant do, pros and cons of management consulting, how to become a management consultant, make the leap into management consulting.

The business world offers many roads to success. If you’re someone with lots of experience and business acumen , you might want to consider a job as a consultant, whether you’re looking to change careers or start a side hustle .

Management consulting is a growing industry that offers dynamic and exciting work with high earning potential . It’s a busy and rewarding career path , and it’s a good choice if you enjoy working with diverse groups of people and workplaces to solve business problems.

Let’s take a look at what management consulting is and how to start a career in this field.

As part of the consulting industry, management consultants help businesses improve their operations. They work with managers and leadership — including C-suite executives — to analyze team performance and recommend steps for improvement.

Management consultants can work in one of these three common categories:

Strategy consulting. These consultants delve into the higher-level operations of the organization, dealing with topics like strategic corporate planning , mergers and acquisitions, and organizational development .

Operations consulting. Consultants in this field work on day-to-day issues such as sales , supply chain, and outsourcing.

HR consulting. Human resources consultants consider the human factors that influence a business’s operations, such as human capital strategy , people strategy , and performance management .

Consultants can work in manufacturing and natural resources (25% of total activity), finance (23%), public (19%) telecommunications (11%), and trade (9%) . Some management consultants work freelance, and others fulfill their roles as part of a consulting team or consulting firm like one of the Big Three: McKinsey & Company, Boston Consulting Group (BCG), and Bain & Company.

Management consultants might also work for accounting firms or other consulting companies, like Deloitte or Accenture. Many fields need consulting when it comes to their economic and operational decisions, so there are lots of employment options.

Management consultants help businesses and organizations develop solutions to their problems. They work with managers and leaders to identify problems, set goals , and create the pathway a business needs to follow to reach those objectives.

Most management consultants have these main responsibilities when working with a business:

Defining the problem. A consultant’s job is to understand a client’s needs, and that starts with assessing where they are in the market. What a client sees as the main challenge they want to overcome could be a symptom of an even greater issue. Management consultants identify these issues by looking at the bigger picture.

Gathering and analyzing data. To provide accurate and actionable solutions, consultants need to understand everything there is to know about the problem. That means researching the issue and holding focus groups and interviews with all stakeholders — including the company’s clients — to discover pain points.

They also analyze records to gather as much data as possible. Then, consultants go over their findings to discover trends and pinpoint weaknesses .

Developing an implementation plan. Management consultants use data and insights to find the best action plan to reach a business’s goals. They often propose multiple solutions so the client can choose which might work best for them and their resources.

Then, in a meeting or presentation , they show a business or organization what it should be doing and how to get there.

Managing client relations. Client management is a big part of management consulting. Consultants are in constant contact with their corporate counterparts, keeping them up-to-date with their findings and potential solutions.

Woman-giving-management-presentation-to-coworkers-what-is-management-consulting

Management consulting is all about asking the right questions and finding their answers. Here are some problems a business might have and questions a consultant could to start a conversation and work toward a solution:

An e-commerce company’s annual growth is slowing, and executives feel stunted. Should they expand into a foreign market? If so, should it acquire a homegrown business or grow organically?

A tech company realizes they’re facing more competitors. What will the competitive landscape look like in the next five years? How can the company set itself apart and maintain its individuality?

A manufacturer that usually uses nickel is considering changing materials. What’s nickel's expected supply and demand in the next five years? Are there alternatives with a better outlook?

A banking service is navigating new regulations. How will specific regulatory changes impact the banking services market, and how can the organization minimize these consequences?

Most of these questions involve complex business issues, and many of them are industry-specific. That’s why it’s important that management consultants understand the micro and macroeconomic implications of both the problem and the solution.

Management consulting is a demanding job, but it’s also rewarding to help businesses and teams reach their goals. Consider these pros and cons before embarking on this career path:

Learning opportunities. Consulting teams tackle diverse projects, from human resources and change management to IT consulting and beyond. They can collaborate with and learn from some of the best and brightest in multiple industries.

Varied tasks and workspaces. Throughout a management consultant’s career, they’ll work with many different types of organizations — from small startups to some of the biggest multinational corporations in the world.

Travel. Because of the nature of the position, many management consultants can work from anywhere in the world, and they often travel to meet up with business leaders. They’re constantly meeting new people in new environments.

Prestige and opportunities. Management consultants have access to many new opportunities thanks to their diverse work experience and network of contacts . Often, major firms court management consulting alums to fill executive-level roles. These new positions are often lucrative, with many chances for advancement.

High salary and job growth. Management consultants earn a high salary, and it’s an in-demand job . According to the Bureau of Labor Statistics, the average salary for management consultants is $93,000 . The same report shows that the industry is growing by 11% between 2021 and 2031, which is much faster than average.

Cons:

Fast client turnover. Management consultants often work with a client for months at a time, but they rarely see the tangible results of their efforts because they’ll move on to the next one so quickly.

Stressful environment. A management consultant’s job is high-pressure — a consulting firm’s reputation and sometimes millions of dollars of client resources are on the line. Expectations are generally very high, which can result in long hours and lots of stress . It’s why 35% of management consultants leave their positions after only 1–2 years .

Poor work-life balance. Between traveling, late nights, and tight deadlines, management consulting doesn’t leave much time for personal matters or family life. Developing a healthy work-life balance can be tricky, and it’s hard to balance family and work .

While there’s a lot of opportunity for employment and growth within the realm of management consulting, it’s not for everyone. It involves hard work, long hours, and high pressure.

But if you’re realistic about the expectations, prepare yourself for the workload, and strive to take care of yourself on the job, you can succeed.

People can start working in management consulting early in their careers, but it’s common to become a consultant after garnering several years of work experience. The path isn’t as straightforward as other jobs — but that’s not a bad thing.

Even with a background that seems unrelated, or diverse work experience in multiple industries, you can become a management consultant. Here are a few things you need to do to start working in this position.

Earn a degree

Management consultants need at least a bachelor’s degree . Earning a degree in business or economics to better understand global trends is ideal. Management consulting is a multi-discipline career, meaning you can start working with a different major.

But due to the nature of the work, a business or analytical background is more advantageous when it comes time to find an internship or a job.

Some firms may look favorably on candidates who have a Master of Business Administration, but you don’t need to have a master’s degree. They just want to make sure you have the business acumen and organizational skills to succeed. In some cases, work experience is more important.

Man-receiving-diploma-from-older-mentor-what-is-management-consulting

Build business experience

Before getting into consulting, start an entry-level job in business or a related field to build experience. It might not be as enticing as management consulting, but you can’t consult if you don’t understand the business world — especially if your degree isn’t related to business.

You could become a business analyst, bookkeeper, or administrative assistant to start building experience. Career planning isn’t one-size-fits-all, and as long as you’re learning about business and management operations, you’re on the right track.

Decide what entry-level jobs might suit you best, then work on your resume and search job posting sites .

Start an internship

Landing an internship or job with a top management consulting firm is highly competitive, but it’s arguably the best way in. They usually restrict their recruitment activities to specific schools and programs, so if you want to pursue employment with a specific firm, research their hiring channels.

Although it’s exciting to think big, it’s okay if your first management consulting position isn’t at a top company. Any consulting internships that offer real-world knowledge will improve your standing for a larger role.

Young-man-handing-curriculum-to-older-employer-what-is-management-consulting

Managing a company or organization is a continuously evolving enterprise. That's why management consultants will always be in demand. Organizations need people who can come in and take an unbiased look at operations and start planning the future of management .

If job security, high average salaries, and challenging positions appeal to you, management consulting might be a good choice. Start brushing up on your business skills, analytical prowess, and strategic plan management skills and get ready to forge a new path.

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Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

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Consulting Is More Than Giving Advice

Arthur N. Turner

By building on a hierarchy of goals, consultants and managers can work toward mutual interests.

Each year management consultants in the United States receive more than $2 billion for their services. 1 Much of this money pays for impractical data and poorly implemented recommendations. 2 To reduce this waste, clients need a better understanding of what consulting assignments can accomplish. They need to ask more from such advisers, who in turn must learn to satisfy expanded expectations.

AT Arthur N. Turner is a professor of organizational behavior at Harvard Business School. He has studied management education and consulting in several developing countries. His current research and teaching focus on the process of effective consulting.

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19 Different Types of Business Consulting Services [Explained with Examples]

December 20, 2023
anglobalusa

In the ever-evolving landscape of business, staying ahead of the curve requires more than just intuition and ambition. It demands a strategic approach, a keen understanding of industry dynamics, and the ability to adapt swiftly to change. This is where business consulting services come into play, acting as the guiding compass for organizations navigating the complexities of the modern marketplace. Picture this: A seasoned business owner faced with a critical decision on expanding into new markets. The stakes are high, and the margin for error is slim. In such pivotal moments, the right business consulting service can be the catalyst for success.

Imagine the pressure of making a million-dollar decision for your business without the right guidance. The stakes are high, the clock is ticking, and the competition is fierce. Now, let’s explore how different types of business consulting services can turn the tide in your favor.

In such critical scenarios, a reliable business consulting service like AN GLOBAL CONSULTING can be the difference-maker. With a global perspective and a wealth of experience, AN GLOBAL CONSULTING offers comprehensive guidance on various aspects of business decision-making. Whether it’s expanding into new markets, navigating the complexities of franchising, or fostering sustainable business growth, their expertise can provide the strategic insights needed to navigate the competitive landscape successfully. With a client-centric approach, AN GLOBAL CONSULTING is dedicated to helping businesses make informed decisions, mitigate risks, and seize opportunities in the ever-evolving business landscape.

Strategic Management Consulting

In the dynamic realm of business, strategy stands as the linchpin that intricately holds the tapestry of success together. Strategic management consulting emerges as the guiding force, dedicated to the nuanced craft of developing and implementing effective strategies that propel organizations forward in the ever-evolving landscape of commerce. This multifaceted discipline extends its purview across a spectrum of crucial domains, ranging from meticulously crafted market entry strategies to the intricate orchestration of organizational restructuring initiatives.

At its core, strategic management consulting is a strategic partnership between consultants and businesses, wherein the consultants leverage their expertise to navigate complex challenges and chart a course for sustainable growth. Market entry strategies, a pivotal facet of this consulting practice, involve a meticulous analysis of market dynamics, competitor landscapes, and consumer behaviors. Simultaneously, organizational restructuring endeavors encompass the fine art of redefining internal structures, optimizing processes, and aligning resources to enhance overall efficiency.

Ultimately, strategic management consulting is a proactive and forward-thinking approach that empowers organizations to not only adapt to change but also to harness it as a catalyst for success. By fostering innovation, agility, and resilience, these consultants become instrumental in shaping the strategic narrative that defines a company’s trajectory in the competitive business ecosystem.

Real-Life Example: Consider a global tech firm aiming to expand its product line. Strategic management consultants would analyze market trends, competition, and consumer behavior, providing a roadmap for the company’s growth.

Financial Consulting

Financial consultants play a pivotal role in the success and sustainability of any enterprise, as they serve as the architects behind the financial backbone of an organization. Their expertise is instrumental in optimizing various aspects of financial management, ranging from budgeting and financial planning to risk management. By providing strategic insights and guidance, financial consultants ensure that every monetary decision aligns seamlessly with the overarching business objectives.

One of the fundamental tasks undertaken by financial consultants is budgeting, which involves the meticulous allocation of resources to different areas of the business. Through careful analysis of past financial data and future projections, they help create a realistic and effective budget that serves as a roadmap for the organization’s financial activities. This not only ensures efficient resource utilization but also aids in achieving long-term financial goals.

Financial planning is another critical area where consultants excel. They work closely with businesses to develop comprehensive financial plans that align with the company’s vision and objectives. These plans encompass investment strategies, cash flow management, and long-term financial stability. By tailoring financial strategies to the specific needs of the enterprise, consultants help mitigate risks and seize growth opportunities.

Risk management is an inherent part of financial consulting services. Financial consultants assess and identify potential risks that could impact the organization’s financial health. Through the implementation of risk mitigation strategies, such as insurance and diversified investment portfolios, they safeguard the business against unforeseen challenges.

In addition to these core responsibilities, financial consultants act as strategic partners, offering advice on capital structure, mergers and acquisitions, and other financial transactions. Their deep understanding of financial markets and industry trends enables them to provide valuable insights that contribute to informed decision-making at the executive level.

In conclusion, financial consulting services are indispensable for enterprises aiming to thrive in today’s dynamic business environment. By weaving together elements of budgeting, financial planning, and risk management, financial consultants contribute significantly to the financial well-being and longevity of businesses, ensuring that every financial decision aligns with the broader strategic goals of the organization.

Example: A manufacturing company grappling with cost overruns seeks financial consulting to streamline its operations. The consultants conduct a comprehensive financial analysis, identifying areas for cost reduction and proposing a sustainable financial strategy.

IT Consulting

In the digital age, businesses must harness the power of technology to thrive. IT consulting services focus on aligning technology solutions with business goals. This can range from software implementation to cybersecurity strategies.

Example: A retail giant facing cybersecurity threats hires IT consultants to fortify its digital infrastructure. The consultants conduct vulnerability assessments, implement security protocols, and train the workforce to enhance the organization’s resilience against cyber threats.

Human Resources Consulting

People are a company’s most valuable asset, and human resources consulting ensures that organizations maximize their human capital. From talent acquisition and employee engagement to leadership development, HR consultants play a pivotal role in shaping the workforce.

A rapidly growing startup facing challenges in retaining top talent engages HR consultants. They revamp the company’s recruitment process, introduce employee development programs, and implement strategies to foster a positive work culture.

Engagement with the Reader: How can optimizing your human resources strategy elevate your business to new heights? Take a moment to reflect on the potential impact of a tailored HR consulting service for your organization.

Marketing Consulting

In the dynamic landscape of a crowded marketplace, the imperative to cut through the noise becomes paramount for businesses striving to thrive. Recognizing this challenge, marketing consulting services specialize in crafting impactful strategies that elevate brand visibility, resonate with target audiences, and, ultimately, propel business growth.

Consider a struggling e-commerce enterprise navigating the complexities of the digital realm. Faced with the daunting task of revitalizing its brand and reinvigorating digital marketing endeavors, the business wisely enlists the expertise of marketing consultants. These seasoned professionals embark on a comprehensive journey, commencing with in-depth market research to discern consumer trends and competitive landscapes.

Armed with insights, the consultants deftly redefine the brand identity, infusing it with a fresh and compelling narrative that resonates with the target demographic. The transformation extends beyond mere aesthetics, permeating the essence of the brand to establish a profound connection with consumers. With the brand revitalized, the consultants strategically implement a targeted marketing campaign, leveraging digital platforms to maximize reach and engagement.

The results are palpable—increased customer engagement and a notable uptick in sales. The success story underscores the pivotal role that marketing consultants play in navigating the intricacies of the modern business landscape, providing a compass for enterprises seeking not just survival, but flourishing in the relentless sea of competition.

In the competitive landscape of today’s business world, navigating the complexities of marketing requires expertise and innovation. This is where AN GLOBAL CONSULTING emerges as the ideal partner for businesses seeking comprehensive guidance. With a proven track record in delivering tailored solutions, from franchise development to overall business growth strategies, AN GLOBAL CONSULTING excels in providing the strategic insights and support needed to thrive in a crowded marketplace. Trust us to amplify your brand presence, connect with your target audience, and drive sustainable business growth.

Sustainability Consulting

As environmental concerns take center stage, sustainability consulting has emerged as a vital service. Consultants in this field guide businesses toward environmentally responsible practices, helping them navigate regulations, reduce their carbon footprint, and enhance their corporate social responsibility.

A manufacturing company committed to sustainability seeks guidance on eco-friendly practices. Sustainability consultants conduct an environmental impact assessment, recommend eco-conscious processes, and assist in obtaining relevant certifications.

Ready to elevate your business to new heights? Contact AN Global Consulting today for personalized insights and strategies tailored to your unique needs.

Discover your business potential with AN Global Consulting

At AN Global Consulting , they understand that every business is unique, and that’s why they take the time to get to know their clients inside and out. They work closely with you to understand your goals, challenges, and opportunities, and then develop a customized strategy that is tailored to your specific needs.

So, if you’re looking to transform your business and achieve long-term success, consider hiring a business consultant. It’s an investment that can pay dividends for years to come. Don’t wait any longer to take the first step towards a brighter future for your company with AN Global Consulting.

More From Forbes

How to scope a consulting project in 4 steps.

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A dear friend was recently approached with a consulting project, which she wasn’t sure how to price. As we talked through her prospective client’s goals, I shared my process to scope and price consulting projects, which I broke into four steps.

Go into your call prepared

1. Approach the scoping call with curiosity.

In your first meeting, your goal is to ask relevant, open ended-questions, which allows you to provide real-time support in the scoping call or conversation. Simply asking the questions below and using active listening can help the client clarify their goals and feel understood.

I start with a “landscape analysis” to fully understand where the client’s organization is struggling and why they reached out to me. I ask questions such as:

What prompted you to reach out?
What’s the challenge about the current situation?
What are you scared of now?

Then I focus on visioning questions, which encourage the client to imagine their best case scenario. As my coach Rebecca Aced-Molina told me, these questions allow you to understand exactly what the client needs from you as a consultant, so you don’t have to guess. Visioning questions sound like this:

What would be possible for your business if all of these challenges were resolved?
In the context of this project, what’s your ideal outcome?

Get a sense of their timeline, or, alternatively, create urgency by asking:

What’s the cost of not taking action?

Aced-Molina recommends many of the above questions and uses the analogy of “islands” to help illustrate the goal of the call. Your client starts on the Island of Pain. You want to demonstrate that you fully understand and aren’t scared off by the Island of Pain – whatever is causing their distress and prompted them to reach out.

Then, you want to help them understand what’s possible and envision the Island of Resolution.

As the consultant who understands both their current situation and where they want to go, imagine you have the boat to get them from the Island of Pain to the Island of Resolution. All of this, of course, presupposes this is a target client that you’re qualified to help.

For additional context into my approach for preliminary scoping calls, I often integrate the ‘sales as service’ model , which was taught to me by Jen Vera and Michelle Vilallobos.

2. Follow up with an email that outlines what you heard they are looking for in a consultant.

This is your opportunity to demonstrate that you fully understand their challenge. Here’s the template I use for my emails, again inspired by Aced-Molina.

Below is a preliminary outline for how we might work together, which we can co-design from here.

Based on our conversation, it sounds like you’re most interested in [activity focused on getting them off of the Island of Pain]. With [this situation resolved], it will ensure [ultimate goal/Island of Resolution].

Through our work together, we’ll build out the following: [list deliverables]

We can talk more about how much support you want throughout the process – for example, if you want me to [perform these specific elements of the project vs offer more oversight to the implementation team] How does this sound?

I'm excited about this project and to talk more about how we could work together!

3. Determine their budget or budget range.

At a certain point, you’ll need to find out what their budget is, and there are many ways to approach this conversation. Sometimes I use a pre-survey before the scoping call in which they answer a question on “project budget”. Other times, I host the scoping call first and tackle budget after I have clarity about their goals and they recognize that I understand their challenges.

After I used the above email template, my recent client Royal Design House told me they felt like I had a good understanding of their needs, writing, “This is exactly what we need and will be invaluable for our business moving forward.” Then they asked for an estimate.

You can follow up by saying “I work with clients with a wide range of budgets. Now that we’ve gotten clarity about your goals, would you give me a sense of what you’re planning to spend on the project? I’ll get back to you with a few options of ways to align your budget and goals.”

4. Send a simple proposal that provides three pricing options.

When you give a client three options, you give them greater discretion and “buy in” to the process.

Low: This price is aligned with what you know their budget to be, but it’s a no frills, very basic version of the project.
Medium: This is the optimal price for you and includes all of what the client said they wanted. You’re trying to guide them to this option.
Premium: While it’s fantastic when a client comes through at the highest level, this option is primarily there to help make the medium option look reasonable.

Resilience speaker Courtney Clark uses the three-tier model with all of her proposals. She uses a cover letter to try to recap what she and the client discussed in the scoping conversation and point them in the direction of which tier she thinks makes most sense – usually the middle one.

This approach can pay dividends. Clark shared a story about a nonprofit client she was excited to partner with for their upcoming conference. She made their budgeted amount her lowest tier, but because she had won them over in the scoping process, they ended up hiring her at the middle fee.

The three-tier pricing model, combined with a thoughtful scoping process, can help ensure you land the client and don’t leave money on the table.

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21 Types Of Consulting (With Real Examples & Stories)

Interested in the different types of consulting and consulting businesses?

In this post, we’re sharing 21 types of consulting.

Specifically, the “Who, What, When, and Why.”

And we’ve included examples of real consulting businesses for each type.

If you’re looking for real examples of consulting and to learn how they work, you’ll find this post helpful.

Let’s dive right in.

QUICK LINKS:

Management Consulting
Marketing Consulting
Non-Profit/Governance Consulting
Software/IT Consulting
Human Resources (HR) Consulting
Strategy Consulting
eCommerce Consulting
Construction Consulting
Retail Consulting
Science/Medical Research Consulting
Sales Consulting
Digital Transformation Consulting
Compliance Consulting
SEO Consulting
Leadership Consulting
Environmental Consulting
Innovation Consulting
Business Process Consulting
Public Relations (PR) Consulting
Procurement Consulting
UI/UX Consulting

Types Of Consulting In 2023

There are many different types of consultants. Here is a breakdown of the type of consulting that people who took part in our study identify as …

Management consultant (25%)
Strategy consultant (17%)
Other (14%)
Marketing consultant (9%)
Operations consultant (7%)
IT/Tech consultant (6%)
HR consultant (5%)
Non-profit consultant (4%)
Sales consultant (3%)
Science/Pharma Consultant (3%)
Financial advisory consultant (2%)
Data consultant (2%)
Design/branding consultant (2%)
E-commerce Consultant (1%)

First, let’s do a quick recap.

What is consulting?

Consulting is “the business of giving expert advice to people working in a professional or technical field.”

Six-Figure Blueprint

Can you give expert advice to people working in a professional or technical field?

Then you can “consult” on the subject of your expert advice.

There could be an infinite amount of “types” of consulting.

In this post, we’ll focus on the broader, more common types of consulting.

1. Management Consulting

What is management consulting?

Management consultants help businesses solve problems relating to management, leadership, operations, and more. It’s a general consulting category. It accounts for many different types of business expertise.

Why do clients hire management consultants?

Many business leaders are too deeply embedded in their organizations. They struggle to form an objective viewpoint. By hiring an external expert like a management consultant, they work with someone who can provide an unobstructed view.

Who enjoys management consulting?

Enjoy management, leadership, operations, optimizing performance, working with data, and working with leaders? You’ll enjoy the management consulting field.

Example: David C. Baker

David C. Baker helps businesses make better business decisions. He works with clients on their positioning, structuring roles, performance benchmarking, and succession. IN doing so, he helps them run businesses that do better work.

2. Marketing Consulting

What is marketing consulting?

Marketing consulting is providing expert advice on everything to do with marketing: how you get in front of and attract the interest of potential customers so that you can grow your business more effectively.

Why do clients hire marketing consultants?

Like sales, marketing is one of the few activities that directly generate revenue for a business. However, it is very complicated, and there are many ways to do it. Clients hire marketing consultants when they want to increase the effectiveness of their marketing — so that they can attract more leads and more customers.

Who enjoys marketing consulting?

If you enjoy a mixture of creative work, data analysis, running experiments, and love to grow businesses, then you’ll thrive as a marketing consultant.

Example: Jim Huffman, GrowthHit

Jim Huffman’s company, GrowtHit, grows its client’s sales. They do this by running data-driven growth experiments that attract customers at a higher rate.

3. Non-Profit/Governance Consulting

What is non-Profit/Governance consulting?

Non-profit consulting is providing expert advice and guidance specifically to government or non-profit organizations. It can include fundraising, marketing strategy development, technology strategy and implementation, and many more areas.

Why do clients hire non-Profit/Governance consultants?

Nonprofits and government organizations function differently than businesses. They value consultants who specialize in serving them — who know the ins and outs of their organizations and can provide expertise specific to them.

Who enjoys non-Profit/Governance consulting?

If you enjoy working in the non-profit or governance space more than businesses, or you are passionate about non-profit and social causes, non-profit/governance consulting is a great fit for you.

Example: Douglas Nelson, The Discovery Group

Douglas Nelson’s consultancy, The Discovery Group, works with medium and large-sized nonprofit and charitable organizations. He helps them with four lines of business: board governance, strategic planning, philanthropic performance, and executive search and training.

4. Software/IT Consulting

What is software/IT consulting?

Software/IT consulting is providing expertise specific to software, software engineering, and/or information technology.

Why do clients hire software/IT consultants?

Software and IT projects are notoriously risky and a large percentage of them fail. There are many specific types of software and technology where deep expertise is valued. Companies bring in software/IT consultants when they need help in a specific area to help them successfully complete their projects. When a company needs help starting, completing, or improving their software or IT infrastructure, they’ll bring in a software/IT consultant.

Who enjoys Software/IT consulting?

If you’re an upper-level software engineer or work in IT, and you like working on high-level problems instead of implementation, then you’ll enjoy consulting in these fields.

Example: Sam Schutte, Unstoppable Software

Sam Schutte’s company, Unstoppable Software, builds custom software solutions. His software expertise helps customers overcome operational inefficiencies. His software expertise helps clients save time and money.

5. Human Resources (HR) Consulting

What is HR consulting?

HR consulting is providing expertise to help businesses and organizations hire, manage, train, and/or retain their employees. It often also includes providing guidance on how to implement HR plans.

Why do clients hire HR consultants?

HR plans, processes, and policies, and practices are difficult for companies to create all on their own — and it’s challenging to keep people happy and productive. HR consultants come in and solve these problems — helping the organization manage one of their most important (yet difficult) resources: their people.

Who enjoys HR consulting?

If you enjoy working with people — and creating plans around people — then HR consulting would be a good fit for you.

Example: Kristen Ireland and Erin Mies, People Spark Consulting

People Spark Consulting uses their expertise and experience to help businesses focus their HR strategies more effectively. They help clients move beyond “process for the sake of process” or mere compliance. Their expertise drives activities that truly make a difference in retaining employees and driving business goals.

6. Strategy Consulting

What is strategy consulting?

Strategy consulting is providing guidance and advice on high-level decisions and planning for businesses.

Why do clients hire strategy consultants?

Experienced consultants with deep industry knowledge can provide an invaluable objective viewpoint. For making high-level decisions, their input can be very helpful. If a company is struggling to come up with a plan to achieve its goals, a strategy consultant can help.

Who enjoys strategy consulting?

If you enjoy systemizing, decision-making, making plans, and have a high level of subject-matter expertise, you’ll enjoy strategy consulting.

Example: Tom Critchlow

Tom Critchlow, helps leaders of companies to gain clarity about their strategy and develop new initiatives.

7. eCommerce Consulting

What is eCommerce consulting?

eCommerce consulting is providing expertise to companies that sell their products online, including anything from marketing and sales to operations and supply.

Why do clients hire eCommerce consultants?

eCommerce businesses are complex with many moving parts. From marketing to logistics, clients hire eCommerce consultants when they want to increase the value of their business, make things run smoothly, create and implement a go-to-market strategy, and more.

Who enjoys eCommerce consulting?

If you have an affinity for web-based business and online shopping — and can provide these brands with specific expertise for their industry — you’ll thrive as an eCommerce consultant.

Example: Mike Gammarino, Blueprint Partners Operations Consulting

Bluprint Partners helps emergent e-commerce brands build strong operational foundations. They have a particular focus on direct-to-consumer logistics, supply chain, and warehousing. They help clients put together platforms, people, and processes that can scale.

8. Construction Consulting

What is construction consulting?

Construction consulting is providing expertise and guidance specifically to construction companies in the area of management, marketing, sales, operations, and more.

Why do clients hire construction consultants?

Construction companies deal with complex, high-risk projects in construction management, surveying, contracts, architecture, analysis, and more. By hiring a consultant with particular expertise in one of these areas, they’ll make the project run smoother and increase the chance the project succeeds.

Who enjoys construction consulting?

If you have adequate education, a specific area of construction expertise, enjoy analyzing construction projects, and working with leaders of construction companies, you’ll enjoy construction consulting.

Example: Jason Fearnow, Prime Contract Solutions

Jason Fearnow provides consulting services and coaching for companies in the mining industry. He has a particular focus on capital development and major project execution. His company guides clients through contract negotiations for large-scale projects. He also runs an online program, which helps develop an awareness of the mining industry and market.

9. Retail Consulting

What is retail consulting?

Retail consulting is providing expertise specifically to businesses in the retail world: grocery, luxury and apparel, restaurants, travel, leisure, and more.

Why do clients hire retail consultants?

Retail businesses are notoriously difficult to run, with razor-thin margins and the constant threat of digital disruption. Retailers bring in consultants who have the expertise and experience to give them the advantage they need to cut costs and drive growth.

Who enjoys retail consulting?

If you have an interest in retail businesses, love working with and analyzing data, and enjoy fast-paced & challenging projects, you’ll feel right at home in retail consulting.

Example: Vince Rath, Optimum Retail Solutions

Optimum Retail Solutions provides executive coaching, leadership development, and operational improvement consulting to jewelry retailers. These companies are looking to grow their revenues, and Vince’s expertise helps them do that.

10. Science/Medical Research Consulting

What is science/medical research consulting?

Science/medical research consulting is providing expertise to science or medical research organizations. It can include consulting in the areas that aid science or medical research labs: like helping with the business or management side.

Why do clients hire science/medical research consultants?

Some clients hire science/medical research consultants to help perform scientific analysis and research to improve their organization and overall efficiency. Other clients are science/medical research clinics that hire consultants to help with managing a lab. All of these clients are looking for someone with in-depth knowledge they don’t have in-house.

Who enjoys science/medical research consulting?

If you have a background and expertise in science or medical research but also enjoy entrepreneurship, then science/medical research consulting is a great fit for your skills.

Example: Damien Wilpitz, Experimental Design Consulting

Damien Wilpitz is a consultant for biomedical research scientists. He helps his clients with the business side of their research. That way, they can stay focused on the science. He creates business management strategies that are adaptable, teachable, and don’t require an experienced lab manager.

11. Sales Consulting

What is sales consulting?

Sales consulting is providing expertise in the area of sales: sales management, sales leadership, sales training, sales performance, and more.

Why do clients hire sales consultants?

Sales is one of the most important functions of a business. Without sales, you don’t have revenue. Clients hire sales consultants when they are struggling to bring in sales, design sales teams, train salespeople, track performance — or anything else related to challenges around selling their products or service.

Who enjoys sales consulting?

If you enjoy sales, managing a sales team, analyzing and improving sales performance data, and management, then you’ll love sales consulting.

Example: Nigel Green

Nigel Green coaches sales leaders to develop high-performance sales teams. His expertise helps clients increase their sales, grow their revenue, and hit their targets.

12. Digital Transformation Consulting

What is digital transformation consulting?

Digital transformation consulting is helping companies implement or improve technology, improving employee performance with the help of technological innovation.

Why do clients hire digital transformation consultants?

Many companies are lagging behind their competitors in terms of their technology. They hire digital transformation to help them shift their companies, processes, and people to using the technology that will make the business run more effectively.

Who enjoys digital transformation consulting?

If you enjoy technology, planning, strategy, leadership, and operations, you’ll enjoy digital transformation consulting.

Example: Tiffany Rosik, Digital Transformation Consultant

Tiffany Rosik is the CEO of TGR management consulting. She provides technology strategy services. Her services include helping clients navigate digital transformation, portfolio planning, project risk management, and more.

13. Compliance Consulting

What is compliance consulting?

Compliance consulting is providing expertise on compliance laws, regulations, and benefits for organizations and companies.

Why do clients hire compliance consultants?

Companies have various laws and regulations they must follow in order to avoid fines. By hiring a consultant with deep expertise on these often complex laws and regulations, they can avoid risk and save hundreds of thousands of dollars.

Who enjoys compliance consulting?

If you have years of experience in compliance-related roles, enjoy writing and presenting on legislative and regulatory topics, and love to apply your knowledge to complex situations, you’ll thrive in compliance consulting.

Example: Sarah Borders, Benefits Compliance Solutions

Sarah helps benefits consultants and brokers get their clients into compliance. Ultimately, she ensures that they can grow profitably. Her services and programs help clients eliminate inefficiencies, decrease the risk of fines, litigation, lost business, and solidify trust.

14. SEO Consulting

What is SEO consulting?

SEO consulting is providing expert advice on Search Engine Optimization to help clients rank higher on search engines and generate more organic traffic.

Why do clients hire SEO consultants?

Many businesses rely heavily on organic search traffic to get more customers. By hiring an SEO consultant, companies can improve their visibility in search engines — leading to more effective marketing, more leads, and more sales.

Who enjoys SEO consulting?

If you enjoy a mixture of content marketing, design, data analysis, and strategy, you’ll enjoy SEO consulting.

Example: Stephan Spencer

Stephen Spencer provides clients with a clear SEO strategy to help them rank higher in search engines. He looks to help clients generate more leads, more sales, and greater profitability.

15. Leadership Consulting

What is leadership consulting?

Leadership consulting is providing expertise in the areas of leadership, decision making, and talent management to help executives improve their performance, and thus, the performance of their teams and organizations.

Why do clients hire leadership consultants?

Leading a company comes with many challenges and responsibilities, and requires fortitude, courage, and resilience. Good leaders know that they don’t have all of the answers, so they bring in leadership consultants and executive coaches to help them be more effective leaders.

Who enjoys leadership consulting?

If you have many years of experience leading a company or organization, enjoy coaching, and work well under pressure, then leadership consulting is an excellent choice.

Example: Constance Dierickx, The Decision Doctor®

Constance Dierickx advises organizations, helping them make better decisions during high-stake situations. She also helps them with mergers, acquisitions, divestitures, CEO success, strategic change, and crisis.

16. Environmental Consulting

What is environmental consulting?

Environmental consulting is providing expertise on environmental projects or issues. They work on projects relating to solar, air quality, waste management, soil quality, and more.

Why do clients hire environmental consultants?

Both public and private sector clients hire environmental consultants when they want to ensure their projects succeed. They want to avoid legal action, fines, and misguided transactions — and an environmental consultant’s expertise helps them do that.

Who enjoys environmental consulting?

If you have deep knowledge of environmental laws and regulations, thrive in project management, and enjoy working with people, you’ll enjoy working as an environmental consultant.

Example: Tony Ruffine, New Energy Ventures Associates

New Energy Venture Associates works with companies in the distributed renewable energy space (solar and batteries). Tony helps clients target their offerings in the complex market for renewables, navigate the supply chain, and understand the regulatory environment.

17. Innovation Consulting

What is innovation consulting?

Innovation consulting is providing advice to help companies adapt and change in a strategic way to create growth and new value for customers.

Why do clients hire innovation consultants?

If a company is struggling to keep up with technology, they might bring on an innovation consultant to suggest the way forward — whether that means new products/services, using new technology/IT infrastructure, or a plan for growth.

Who enjoys innovation consulting?

If you enjoy a mix of strategy, operations, management — and you’re obsessed with technology news and trends — then you’ll enjoy work in innovation consulting.

Example: Tendayi Viki

Tendayi Viki helps companies innovate for the future while managing their core business. He provides strategic advice, frameworks, and methods to help companies plan and prepare for the future.

18. Business Process Consulting

What is business process consulting?

Business process consulting is providing expertise and guidance on the implementation and improvement of business processes — the systems that run a business.

Why do clients hire business process consultants?

Businesses hire process consultants when they want to grow and scale — and their current systems and processes are messy, inefficient, unorganized, or non-existent. The business process consultant comes in and brings order to the chaos of messy processes and systems.

Who enjoys business process consulting?

If you enjoy writing, entrepreneurship, systems, and are very organized and pay close attention to detail, you’ll feel right at home as a business process consultant.

Example: Ian James, The Process Consultant

Ian helps companies organize, document, and improve their business processes and systems. As a result, he helps his clients become more efficient, well-trained, and profitable.

19. Public Relations (PR) Consulting

What is PR consulting?

PR consultants help companies with their public image. Their job is to make the public aware of news relating to a company, product, or government department in a way that creates interest and acceptance.

Why do clients hire PR consultants?

When an organization does something new — releases a new product, hosts a press conference, puts on a big event — they need to garner attention for this activity and present it in a specific way. PR consultants help them create this attention through various channels like press releases, media, promotion, and more.

Who enjoys PR consulting?

If you love working in fast-paced environments, have excellent verbal and communication skills, and have a proven track record in media and or promotional strategy, you’ll thrive as a PR consultant.

Example: Jennefer Witter, The Boreland Group

The Boreland Group is a PR firm that creates and implements corporate and executive visibility campaigns. Jennefer helps her clients get the type of attention they need to win more sales, land more opportunities, and drive growth.

20. Procurement Consulting

What is procurement consulting?

Procurement consulting is providing advice on procurement: helping companies find and purchase goods from an external source.

Why do clients hire procurement consultants?

Finding and buying goods from an external source is a complex process, and is full of risk and expenses. Companies might hire a procurement consultant to help improve their procurement programs and strategies so that they can improve productivity and reduce costs.

Who enjoys procurement consulting?

If you enjoy procurement, supply chain management, logistics, and working closely with people in these areas, you’ll enjoy procurement consulting.

Example: Philip Ideson, The Art of Procurement

Philip Ideson helps companies improve the impact of their procurement strategy and procurement teams. His expertise helps clients align their procurement team’s performance with the needs of the company.

21. UI/UX Consulting

What is UI/UX consulting?

UI/UX consulting is providing expert advice on the user interface and user experience of products, digital media, software, applications, websites , and more.

Why do clients hire UI/UX consultants?

In an age where every company is a technology company, it’s critical that their websites and applications are functional, easy to use, and help both the user and the company achieve its goals. Clients hire UI/UX consultants to provide guidance and hands-on help to create beautiful, easy to use user interfaces and experiences.

Who enjoys UI/UX consulting?

If you work in UI/UX (or design) and enjoy teaching and explaining your best practices as opposed to just completing UI/UX projects, then UI/UX consulting is a great field to break into.

Example: Andrew Kuchieravy, Intechnic

Andrew Kuchieravy works with companies to improve the user experience of websites, apps, and SaaS businesses. In doing so, he helps them increase engagement, conversion, and sales.

Which type of consulting interests you most?

What type of consultant are you — or want to be?

As we’ve demonstrated, consulting is a very broad field.

You can find different types of consultants for every department: Marketing, Sales, Accounting, Administration, Management, etc.

What they all have in common is this: consultants provide expertise and advice to businesses or organizations.

If you can do that, you can consult.

If you’re interested in learning more about consulting, check out some of our related articles below:

How To Start A Consulting Business In 2021 (6 Steps)
Consulting Fees Guide: How Much To Charge For Consulting (3 Formulas & Examples)
The WINNING Consulting Proposal Template (& 7 Proposal Writing Tips)

New To Consulting — And Want A Proven Path To Six-Figures In Consulting Revenue?

If you’re interested in starting a consulting business and…

Nail your marketing messaging so that every word you put out helps attract high-value clients…
Dial-in your fees strategy so that you can earn far more than your corporate career (without working more hours)…
Create a marketing engine that brings in new consulting clients predictably, like clockwork…

We’ve built our consulting course, Momentum, for up and coming consulting business owners like you:

Momentum: How One Strategic Hour Each Day Can Add 6 Figures to Your Annual Consulting Income

8 thoughts on “ 21 Types Of Consulting (With Real Examples & Stories) ”

That is very approvable information for distinguishing what consulting is? I am the Deputy Chair of the Belarusian Alliance of the Management Consultants and our community consists of different consulting profession members. Thus it’s important to understand the difference and cooperate together. Thank you for such a good analytical guide and will be glad to communicate. Dr. Vladimir Biruk

Appreciate the kind words Vladimir and let us know if we can help support your Alliance and work in anyway.

A helpful overview that I hope to share with mid-career clients that are ready to leave the “cubicle farm” and work with more autonomy. Next step will be to see the challenges of being an entrepreneur. Many will hire a marketing consultant……a bit ironic.

Thank you Bruce, glad it’s helpful and appreciate you sharing it with others and hope it helps them as well.

Hello Michael,, I thoroughly enjoyed your article . I consult individuals and small businesses who want to secure a federal government contract. Would that make me a governance consultant?

Hi Nicole, sounds like you’re focusing on federal and govt contracts and helping your clients to secure those. A federal contract consultant would be a shorter way to say it. But depends on your focus, marketing, GSA certification, etc. We have several clients in the community here who work in this area. Welcome!

Hi Michael, I help companies to raise capital for their projects and use a finance mix in doing that. That makes me a financial consultant, because I am walking through multiple function of the business. Many thanks for the article!

You’re very welcome Lulius and great to have you in the community here.

Privacy Overview

The Ultimate Guide To “Scoping”: How Consultants Define Problems and Shape

Think about a problem that you are facing today.

“I want to wake up early to write my newsletter, but I always end up oversleeping.”

You might think you’re lazy or tired from not sleeping enough. But if you told a consultant about the problem, they would likely ask you a bunch of questions before saying that.

“Have you tried waking up early for another activity, like a gym session for example?

“What time do you have your last cup of coffee?”

“Are you able to keep up a consistent writing habit at any other time during the day?”

“Do you glance at your email one last time before going to bed?”

At the end of it, you might find out that you aren’t lazy or tired, and the real reason you can’t wake up is because you’re intimidated of writing online.

“I want to write a consistent newsletter but I’m afraid of sharing my thoughts online.”

This is a very different problem that needs to be addressed very differently (and reducing your caffeine intake won’t help!).

It’s the same in the consulting business. Most clients approach consultants with a problem, or more accurately, what they think is a problem. But what clients are really coming to consultants with is an undesirable outcome. It’s up to the consultant to find the real issue and solve it.

This is typically done through a structured process called “scoping”. In consulting, scoping means identifying the real problem, defining boundaries for the project, and understanding other factors that could affect the project’s outcome.

Learning how to scope is a valuable skill even outside the world of consulting firms. Most knowledge professionals deal with problems that are ambiguous and part of their job is to identify the core issues. There are also obvious benefits for freelancers to have a well-defined scope for their projects.

Here are a few useful things I learned about scoping in my consulting career :

Find the problem behind the problem

The first step of the consulting process is to define the problem. In my experience working with consulting firms, especially small and medium-sized ones, this is often one of the biggest points of failure in being able to build a sustainable process that helps scale the company.

But it’s hard and the reason it’s hard is the same reason the client hired you! Often the clients don’t even know what their problem is. They’ve just hired a firm because they feel like they aren’t doing things well. Clients struggle for a number of reasons and one of the most common is that their judgment is clouded by how involved they are in the situation. Other times, clients haven’t accepted or admitted to themselves. This is why consulting can feel more like therapy than business problem-solving.

This is the value of a consultant, the ability to continue to search for the problem behind the problem. One of the biggest skills of the consultant is the ability to remain curious. This sounds obvious, but in the corporate world, where many people have given up due to complexity, it is necessary to truly scope the problem. This is why when I worked in consulting we practiced interviewing clients – we needed to know what it would feel like to keep going deeper and continuing to ask questions.

A high-level executive might come to a freelance consultant with a problem that sounds like this:

“My team is not efficient”

It might seem like you should start with the team. What behaviors are making them inefficient? But to an experienced consultant, you want more.

“What do you mean by efficiency??”

“Are there any outliers on the team?”

“What is your role in this inefficiency?”

“Is there anything pushing you to make a change now?”

“What is the most costly thing that is happening from the company’s perspective?”

“Is this a training issue or a talent issue?”

“What does success look like?”

These questions may give me more information or they may not but what they all have in common is that the consultant is by default skeptical of the client’s assertion. You should pretty much always assume this, even if you agree with the client. In my experience, there is almost some context missing in the client’s own understanding of what’s going on.

This series of questions is how I would typically approach an initial conversation with a potential client and what I am really doing is running a search function in my head to dig for different issues. A lot of this is based on my experience being in hundreds of different situations and a deep knowledge of how organizations run but it’s also just a healthy obsessive curiosity to try to understand what’s going on. The consultant is there to dig and go deeper than the team has already done. And this can be tenuous too. Sometimes you unearth problems that the client may not have been aware of or may not want to acknowledge.

Bottom line: The more context, the better situated you’ll be at later stages of the project.

In a recent client call, someone said they wanted to do training with their team. But when I dug deeper, the client admitted that there were a couple of people on the team who just were not good fits for this kind of work. He wanted to foist the problem over to me and was hoping that it was going to say something like “Yes this training will fix things.”

Instead, I turned back to him and said, “Sounds like a talent problem, not a training problem. What do you think?”

We didn’t end up working together because we defined a problem that was his to solve, not mine.

Write it down and force the client to engage with it

Once you have a better sense of the problem, write it down . Be detailed. Include the context. Use language and phrases that the client used themselves. If they say “change program,” don’t call it a transformation. If they refer to weeks as “fiscal weeks,” use that in your timeline.

Too many people skip this step and leave vague language in an initial contract or statement of work and then never return to it.

I always write things down because it serves as a shared “source of truth” between the client and consultant. In initial meetings, and especially before working with the client, I bring up a shared screen or printed page if in-person, and ask them to take a second and read my problem statement. I ask them, “What doesn’t feel right?” and “What should we clarify or change?”

In freelance projects , I’ve gotten into the practice of kicking off all client calls with a review of the scope, which is a written agreement about what we are doing together and what we aren’t . As we continue to work together, if new things come up, I sometimes revise the scope in text form and then highlight the parts that have changed in bold.

I also use a timeline to review where we are in the project. This also will include deliverables and agreed-upon dates from the initial scope. Here’s an example where I use check marks to recognize completed tasks and red to signal where we are right now:

Writing out a detailed timeline in addition to the problem statement at the beginning of a project is valuable for the client but it also forces you to really think through every step of what you expect to happen.

This kind of preparation is vital, but defining things well doesn’t always mean you’ll stick to it…

Scope Creep: Friend or Foe?

Scope creep is an inevitable part of most modern knowledge work. In the consulting context, “scope creep” is when a client tries to change the scope of a project, often adding things not in the initial agreement. This may also not be intended by the client at all and can be a product of the consulting firm having a culture where a client says jump and they respond with “How high?”

Managing scope creep is an art and how much “creep” a consultant allows is really a matter of judgment. If this client is a big client or someone they enjoy working with, it might make sense for them to go above and beyond the defined scope to impress them. At the same time, it’s important to look for signs that the project is spiraling into a reactive mess, where the client starts to treat the consulting team like an extended bench of overachieving people pleasers, willing to do anything requested of them.

The biggest challenges of “scope creep” often arise when you’ve used project-based pricing. You might define a problem and say, “We’ll charge you $25k to do this work.” Everything may look perfectly straightforward in the initial proposal but three weeks in the client announces layoffs and the key client contact has been moved to a different division. But the company is still expecting something from you.

This is where an experienced project leader can step in and push back if the client is trying to reorient the project in a direction that does not align with your skill sets anymore. Many clients get a kick out of pushing consulting teams to see how much they can get them to do. Knowing when to push back and how much is key, not only to doing great work but to staying sane enough to stay in the industry, too…

But none of this is to say scope creep is always a bad thing. Many new capabilities emerge out of things you might define as “scope creep.” As experienced freelance coach David Fields points out , “When multiple clients struggle with the same responsibilities or request the same additions to scope, you may have surfaced an opportunity for a new consulting offering.” For example, in my consulting work with professional services firms, I found that many clients were asking not only for training, but wanted talks around high-performance consulting. For the first client, I did the talk as an add-on, but for the next, I charged a fee.

Scope creep can be a pain in the ass but it can also be a good signal of an opportunity you should be charging for.

Good scoping makes your job easier in the long run

The consulting process can be long and with many unexpected turns. Scoping well from the beginning and having a detailed problem statement that you can keep coming back to is powerful. Both consultants and the clients need a “source of truth” to “point to” when things get hard and everyone needs to take a step back.

There’s a common pitfall that many consultants fall into if they aren’t constantly stepping back and putting things within this broader context. They are brought in because of their technical or analytical horsepower but forget that the client is usually just a person in a broader organizational ecosystem. They show up to a meeting with the most impressive Excel spreadsheet only to confuse the client and make them feel like they don’t actually understand the problem.

Investing in the scoping process means having meaningful discussions with the client from the start and making sure that you really understand what the client is responsible for . This usually requires really spending time with the client and people inside the organization in a formal and informal way. I’m hearing increasingly that many consulting firms are struggling to get their junior colleagues to pick up the phone and build relationships with key clients. Often these conversations don’t need to be 100% business and can involve just getting to know each other’s situation.

When I was a junior consultant, I bonded with junior members of the client team about both of our managers making us do all the work. It’s key to take everyone from the client’s team seriously too, from the CEO to the admin. In fact, building a relationship with the admin can be one of the most valuable things you can do. They control the schedule and if you are savvy enough, they’ll fill you in on the behind-the-scenes politics and drama in the organization.

Most importantly, scoping reduces busy work. If you clearly define what you are working on, you can get a sense of what you need to do beforehand. You can create templates, interview guides, and other materials ahead of time, and also get the client’s buy-in as you go. Projects can devolve into endless busy work if you don’t have things defined – this is because you often feel like you need to do something (or at least until the client starts pushing you).

Scoping is not a one-and-done thing, it is a continuous process throughout a project

The biggest trap with scoping is thinking that once you’ve put it in an initial contract it’s done.

It makes sense for scoping to take place right at the beginning and to get everyone bought into the project. However, since things change and there will always be scope creep , you need to constantly revisit the problem and what you are actually doing with the client.

This makes consulting frustrating for some and is why so many people leave the industry after only a few years. In my experience, good scoping means more enjoyable projects, and the longer you spend going through the inevitable challenges of consulting projects, the more attention you’ll put on proactively planning for them to happen.

In consulting, things are always changing.

Put simply: scope early, scope deeply, and scope often.

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Can You Do a Particular Assignment per USPAP??

by Dave Towne · Published April 20, 2016 · Updated November 12, 2018

Yes, I can Accept That Assignment! Types of assignments…

The Appraisal Foundation, via John Brenan, has released the following, showing which portions of USPAP apply to particular assignments .

This involves the applicable Standards and Rules.

You may want to print the PDF posted below and keep it under your pillow, or at least with your copy of USPAP!

Yes, I can Accept That Assignment! USPAP Flexibility at a Glance

Some appraisers may not be aware of the inherent flexibility built into the Uniform Standards of Professional Appraisal Practice (USPAP). Because USPAP is a set of standards that is built on the basic principles of ethics and competency, those who do not appreciate such flexibility can sometimes view USPAP as vague. However, the scope of work concept in USPAP enables appraisers to perform many types of assignments while maintaining compliance with standards. Following are examples of such flexibility:







for Lending

As illustrated in the preceding chart, USPAP provides tremendous flexibility for appraisers. The SCOPE OF WORK RULE in USPAP requires appraisers to produce credible assignment results, but USPAP requires only those analyses that are necessary for credible results, given the intended use. In assignments performed for real property, personal property, or business valuation/intangible assets, USPAP also includes provisions for an abbreviated reporting format. 7

I n order to protect public trust, USPAP does not permit assignments where an appraiser’s fee is contingent on the outcome, or on a subsequent event directly related to the appraiser’s opinions. 8

Appraisal consulting is no longer defined in USPAP and the Real Property Appraisal Consulting Standards were retired; however, those services formerly called appraisal consulting are still permitted under USPAP.
As defined in the Interagency Appraisal and Evaluation Guidelines, December 2010.
Advisory Opinion 13, Performing Evaluations of Real Property Collateral to Conform with USPAP, provides guidance on this topic.
Internal Revenue Service, Publication 561.
An individual may provide services as an advocate, or as an appraiser (one who expected to perform in a manner that is independent, impartial, and objective); however, one cannot act in both roles in the same assignment. When acting as an advocate, the individual must not misrepresent his or her role.
Appraisers may perform assignments for assessment appeals, but cannot do so if the fee is based on a percentage of the cost savings or other events as stated in the Management section of the ETHICS RULE. Appraisers must also ensure they do not misrepresent their role in such assignments.
Restricted Appraisal Reports are allowed under STANDARDS 2, 8 and 10.
Management section of the ETHICS RULE.
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Categories: Appraisal / Appraisal News / Appraisal Organizations / Appraisers News / The Appraisal Foundation / Uniform Standards of Professional Appraisal Practice / USPAP

Tags: Advisory Opinion appraisal news appraisal review assignment results Business Valuation Ethics Rule expert witness Fair Market Value market value opinion of value personal property restricted appraisal scope of work The Appraisal Foundation Uniform Standards of Professional Appraisal Practice USPAP

AGA, MNAA, Accredited Green Appraiser - Licensed in WA State since 2003. Dave Towne on e-AppraisersDirectory.com

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2 Responses

Pingbacks 0

Great content, thank you. Would like to see something else like this pertaining specifically to the differences between an evaluation and a price opinion type of reporting approach. The difference is perhaps in the realm of semantics, but the choice of form is where the rubber hits the road.

I’m still a bit confused regarding appraisal consulting. Although retired, is it still considered appraisal practice ?

consulting assignments definition

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