What size consulting firm can best meet your needs?

The largest management consulting firms are huge, ranging to well over a billion dollars a year in revenue. Most of these mega-firms use the partner-worker business model. In general, the partners promote the reputation of the firm and bring in new business. The cadres of young MBA's do the work and generate billable hours for the firm.

These mega-firms are often best at standard process. Often a firm will specialize in some particular model and method. For example, Boston Consulting Group in the 70s and early 80s grew wealthy by promoting its then popular business portfolio model of "cash cows, dogs, and stars."

In general, the larger the firm, the more likely it is to focus on a standard type of problem. If their problem is your problem, then they might be best for you. The large firms are also often good at detail and data.

In similar manner, most large firms have a speciality or a preferred methodology. For example The Trudel Group has sometimes teamed with Price Waterhouse when involved in assessing the value of technology and product portfolios for clients.

If the first place, accounting firms are, by nature, very good at counting things. More important, the imprimatur of a Price Waterhouse associated with a valuation estimate can be expected to have far more impact and external credibility than the name of any small firm.

Where do the smaller consulting firms excel? The first rate small firms and the sole practitioners who are Certified Management Consultants -- like The Trudel Group -- are often best at custom assignments where problem solving is involved. The Trudel Group and a few others excel in situations where you don't want cookie cutter solutions, or are breaking new ground.

A colleague (Robert F. Law, whose firm bears the same name) says the small, custom, General Management Consulting firms are most effective where:

• The client is a high level executive (or has the role of a change agent).
• The client has not or cannot define the real needs (or wants a second opinion).
• The objective view of a generalist is essential.
• A broad, holistic perspective and skill set is essential.
• Security, confidence, and trust are crucial.

I agree. To this list, I would add that the excellent, small, focused firms often do best in the situations where time is crucial, or where new factors create opportunity or place business survival at risk.

The small firms are usually more nimble and responsive. They can serve as excellent "dialog partners" for senior managers and professionals who seek to "break out of the box."

Homepage Testimonials How to Order Feedback

About The Trudel Group | © Copyright 1996