2017 Management Consulting Industry Snapshot

Learn how to respond rapidly and embrace change in order to retain clients, maintain a competitive edge, and ensure long-term growth and success.

The 2017 Management Consulting Industry Snapshot explores the agility and constant evolution of the industry as well as the key trends and challenges anticipated for the year ahead. Also included are tangible solutions to empower consulting firms and satisfy clients.

In this report, you will find commentary on:

  • The growing division of the market
  • The importance of digital transformation
  • The fierce competition for talent
  • The need for collaboration
  • The challenge to traditional business models

Download the Report below:

Shaken by the Roots: Why Professional Service Firms Must Evolve

The professional services industry has a long and illustrious history. The roots of today’s legal profession lie in ancient Athens, where “orators” would write speeches for the accused to read out at their trials.1 The accounting profession goes back even further: scribes in the warehouses of ancient Sumer developed cuneiform, the world’s first written language, in order to manage their stock.

Professional services firms, whose business was driven by intellect, education, experience and relationships, were left relatively untouched. That is no longer the case. In recent times the professional services sector has found itself at the nexus of a number of era-defining forces that have shaken the foundations of its long-established business model.

This report from The Economist Intelligence Unit, sponsored by Deltek, examines the forces that are reshaping the sector and assesses their current and future impact. It also identifies, with reference to realworld examples, how professional services firms must adapt in response to these trends.

The key findings are as follows:

  • Global forces, driven in large part by technology, are reshaping the market dynamics in the professional services sector
  • One response to these forces is to build a global scale.
  • Professional services firms are also expanding their areas of specialisation
  • Effective use of technology is helping firms to compete on a global level.
  • To weather the current upheaval, firms must be absolutely clear what value they offer clients.

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Talent Management is Critical for Successful businesses

With the growth in today’s employment levels and an increasingly agile workforce, organizations are placing an increased focus on their talent and people strategies. Talent Management is a huge differentiator for companies that want to grow and innovate, especially those in people-centric organizations where their people are their business.

How can companies succeed in winning the war for talent? In this short video, Paul Hammerman, Vice President and Principal Analyst of Forrester Research, provides insights on the data and trends discovered in their research, most importantly the shift from HR being considered a cost center in past years to now being viewed as a strategic function aligned with the business strategy.

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Management of Client Relationships by Large Law Firms – Research Document

Independence, Representation and Risk: An Empirical Exploration of the Management of Client Relationships by Large Law Firms.


Claire Coe (Claire Legal Ltd) and Dr Steven Vaughan (University of Birmingham) research focuses mainly on the shift in the balance of power from law firms to clients and the pressure of firms to deliver “value for money” in a competitive market.

A number of these clients now transact with law firms via panel processes in which there is fierce competition for work and where appointments are often accompanied by detailed, mandatory sets of terms and conditions (also often known as ‘outside counsel guidelines’). These guidelines cover a variety of matters, from fee arrangements to secondments, IT security, conflicts of interest and much more.

The big question is: how far can a law firm go in the race of competitive alternative fee arrangements and still make a profit?

Knowing the client’s values, goals and challenges and differentiating your service and expertise will give law firms an advantage in acquire more customers. In addition, taking an innovative approach to staffing will be important to show value. By prioritising what the firm want to focus on to strengthen your position in the market, you can develop the right talent and have the right person at the right place to provide strong VFM.

Download this research below to read more:

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How to win the War on Talent – Whitepaper Download

Ever wonder how much it costs when that key player on your team resigns?

Experts estimate that losing that top consultant could cost your firm upwards of R 1 million and more. Most firms can’t take that type of financial hit, so it’s no wonder that finding and retaining top people is the number one issue in Service Performance Insight’s annual benchmark survey.

Want to learn more about winning the war on talent? Download the Whitepaper below

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Leveraging Technology to Manage Talent – Webinar Recording

In this webinar, Silversoft Experts Kathryn Gordon & Nick Gordon will highlight the increasing war for talent. Organizations are struggling to stand out from their competitors in order to attract not only the top talent but, keep it.

Silversoft’s fifth educational installment in the series, Win the War for Talent, attendees will begin the journey to understand the talent management components that will help their organizations win the war for talent, including:

  • Making Technology the Foundation
  • Using a Unified Solution
  • Changing Behaviors
  • Demo of Deltek Talent Management

Request recording below:


Align Talent Management with your Business Objectives

Why PS Firms Should Align Talent Management with Business Objectives.

As a business leader of a professional services firm, you’ll already know the value of a talented workforce. Skilled employees that are enthused and engaged will finish projects on time, generate margins and retain clients – all of which are vital ingredients for business growth.

With high-flying talent so valuable – and so scarce – you’ll therefore want to do everything you can to hold onto your best people and get the best out of your team.

But is your talent management programme effective enough? Is it taking into account the ‘bigger picture’?

Common mistakes

If your firm has a high staff turnover, or if it suffers from low customer retention and tight margins, then it may be that your talent management strategy is letting you down.

Read the rest of the article HERE 

If you want to know more about talent management, download our free guide “Retention and Development Strategies” below:


Resource Planning for Dummies eBook

Discover how you can get the right people, on the right projects, at the right time to drive enhanced profitability for your business.


Successful and profitable projects, happy clients, and happy employees. That’s what you want from your organization, right? You want successful and profitable projects that are managed with a seamless process, you need visibility into problems before they became real issues, and you’ve got to have it all on time and on budget.

In this picture of perfection, those on‐time and on‐budget projects create happy clients. These projects are completed by employees who are happy because they’ve been assigned projects that fit their specific skills, experience, and aspirations, employees who aren’t overbooked or under‐scheduled, who have visibility into their upcoming work and enjoy smooth transitions on and off projects. It’s a wonderful equation: happy employees + happy customers = successful projects.

Successful projects lead to winning more work, and that in turn creates a successful organization. That’s nirvana! Many organizations, unfortunately, only dream of this nirvana. Most wake up to big challenges related to managing their projects. Many use multiple systems to track progress, and they suffer when it comes to scheduling, budgeting, and resourcing. They can’t find the right people to assign to the projects, so they have to compromise. They can’t figure out why billing is declining, they struggle to accurately forecast revenue and profitability for proposals and actual projects, they can’t seem to hire the right people fast enough, some of their resources are over‐utilized some are underutilized — and they’re tracking this nightmare using spreadsheets.

Download the whole eBook below: