Difference between revisions of "Future of Consulting 2020"
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9. [[Move towards specialized client-consultant relationship]] (PD) <br> | 9. [[Move towards specialized client-consultant relationship]] (PD) <br> | ||
10. Rising Intellectual Power of Emerging Markets (LS) | 10. [[Rising Intellectual Power of Emerging Markets]] (LS) | ||
11. The Role of University Research (CR) <br> | 11. The Role of University Research (CR) <br> | ||
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Internal consultants are typically looked down upon, but an increase or decrease in the role of the internal consultant will have a profound impact on the necessity of external consultants. There is also a potential emergence of hybrid consultants. Technically external consultants, but only have 3-10 clients that are serviced for life. <br> | Internal consultants are typically looked down upon, but an increase or decrease in the role of the internal consultant will have a profound impact on the necessity of external consultants. There is also a potential emergence of hybrid consultants. Technically external consultants, but only have 3-10 clients that are serviced for life. <br> | ||
[[Demographics - changing needs and demands of new generation at workplace]] (LS) | 14. [[Demographics - changing needs and demands of new generation at workplace]] (LS) | ||
Younger population not only has increased mobility and flexibility but also has much more choice. This creates problems for companies to retain the top talent. This paeticularly is imporant for consulting industry as it begins to move towards long-term relationships with clients, rather than a one off deal. <br> | |||
== Numbers that matter == | == Numbers that matter == | ||