How can you develop key skills for management consulting in the next decade?

Often you get situations where you are given “an answer” looking for a problem, and management consultants must be able to turn this around and start by identifying the actual problems. On one of my projects, I was told by the client that all discovery, problem shaping, and definition had been done and my team should start to develop specific user stories and PIDs for implementation. Despite insisting that at least an initial due diligence phase should be done before starting this project, the client firmly declined this approach. As you would expect when the team started the work, they had to go back to square one and redo most of the discovery and shaping activity as what was in place had so many gaps it was barely usable.

Stay informed about industry trends, emerging technologies, and global markets, adapting as needed. Sharpen your data analysis and digital literacy to provide data-driven insights, & enhance your problem-solving abilities for addressing complex challenges. Effective communication and presentation skills are essential for conveying ideas persuasively. A client-centric approach, teamwork, and project management skills are critical for successful consulting. Ethical awareness and social responsibility should underpin your work, and an entrepreneurial mindset can help identify opportunities and innovate. Build a professional network and commit to lifelong learning through courses, certifications, and workshops to stay competitive in the field.

Analytical skills are a big umbrella. One has to start with an understanding of the data journeys. How from data collection to visualization is happening. Through this approach, people can reinforce their analytical skills from scratch.

In many cases of management consulting apart from hard skills that you have mastered thru out the years , its really crucial to acquire soft skills such as critical thinking , negotiation skills which takes years and years to master. critical thinking gives you the upper hand in situations and industries to sharpen your mind set for create anchor effect among the other competitors.

Go find an ailing organization that deserves to succeed. Get into the center of every problem and get on top with understanding. Make it a success. Train a replacement. Repeat with another organization.

Applying the theories of Disruptive Innovation to ourselves and our industry would be the first step. Here’s an outline: 1. Read - Easiest way to learn something from an expert. 2. Draw- Do things that challenges ones right hand side of the brain. 3. Write- Everyday and one will be full of ideas within weeks. 4. Long walks- Allow yourself time to ponder on things.

One should be willing to learn the knowledge and spread to the one who would like to use it to advance their objectives. Knowledge is the only asset that does not loose it value in sharing with others. Always be open ready to listen to gain more knowledge. Always ready to mentor to those who need the most.

Being up to date matters, so too an open mind, an enquiring mind. The value consultants can add is from new perspectives, not being a yes person. After all the consultant is external and needs to provide expertise and some perspectives that are not present inside the organisation.

Often consultants go with the assumption that customers know what they want. What I have learned is, consultants should get into a discovery process. This is where you will try to understand what the customer really wants (as an example are their needs functional, social, or emotional in nature?). It is highly likely that both of you would realize there are differences and clarity by the end of the discovery process. This clarity is imperative to distinguish symptoms and problems. Addressing the symptoms is a stop gap arrangement. The art of distinguishing between symptoms & problems is a skill . Addressing the problems will be a long term solution, this will also ensure that many of the symptoms posed as problems are no more felt.

I agree that strong analytical skills are tablestakes for management consulting. I have found that these skills need to be steeped with deep understanding of industry and/or functional domains ( eg. Pricing, supply chain, etc.) to provide the value customers are willing to pay high rates. Finally, there is something often overlooked- the connective tissue between left brain ( analytical) and right brain ( creative) capabilities. Consulting is much more than being smart. Successful consultants problem solve and communicate effectively. One without the other does not work. To grow, companies need bold and innovative solutions backed by data. And they need to be convinced. The art of persuasive communications is a must.

Regardless of this communication process itself, the audience (the people receiving our messages at the client) is constantly changing. New generations are stepping up in the management ladder and we need to find good listeners among them to take more efficient actions.

As businesses often seek clear advice on which decisions to make, consultants typically provide analysis-based recommendations, leaving the client with the responsibility for the outcome. In general, the ultimate responsibility always rests with the client's management. The biggest challenge for a consultant is to communicate in a way that enables the client's management to comfortably make the business decisions and assume responsibility.

Leaders nowadays are those who can inspire. Sharing a vision that others want to follow and look to work towards together - that is often delivered through stories. Yet these stories are delivered through pitching - whether it be in a townhall, boardroom meeting or even in written format. Pitching with stories is an art form for generations.

Yes communication is multidimensional as I wrote in my book on leadership skills for this new age. That is it needs to be targeted, language specific to the audience, regularity and form thought through. Everyone takes information in differently so the consultant must have a variety if communication skills.

Communication is a Life Skill, even before a Working Skill. That said, based on my experience, never forget, and I say never, that before communicating actively you must listen actively. If we put this in today's context where, for example, "form" prevails over "content", and technological innovation pushes to a compression of times, such as the Social Media applications in vogue among young people, the complexity at the base of good communication emerges

The keys to building effective communication skills are 1) personal awareness, 2) situational awareness, and 3) reps. Understanding your own communication style, and how to morph within the context of various situations, is vital for resonance with others. Get feedback, watch yourself on video, watch deliveries by others and ask why you do/don’t like what you saw. Adopt it for yourself and put in the practice. The differences between a master and an amateur are the awareness and the reps.

Communication skills will continue to be a critical skill for management consultants. It would be of paramount importance. I have literally seen large transformation programs failing miserably simply because of poor communication. Communication is critical across all the stages of an engagement and client management. It's also a key skill to be able to communicate complex contexts and aspects in a simplified yet in an engaging manner. Communication skills are critical in getting stakeholder buy in and in a leadership role. The pyramid principle is a very good skill to practice and develop.

Apply the best Communications techniques to enhance your consulting skills. Learn to quickly identify the key elements of your audiences and adjust your storytelling accordingly. Communicate clearly and - usually difficult for management consultants- simply, with as little jargon as possible. Good communication is about getting your message across as effectively as possible.

I have found that joining a Toastmaster Club and participating actively in the roles can be the best place to start. It helps you structure what you want to say and you are in a safe place to take feedback. There is no better place to practice communication skills than the Toasmasters for me.

One key value that is linked to leadership is empathy, the ability to feel, understand others and understand also where they come from is critical for the future.

Humility is often an overlooked leadership quality, esp. in cultures where strong, assertive, and dominant behaviors are rewarded/glorified. However, humility is a powerful asset, humble leaders are typically more authentic in their interactions, which fosters trust, collaboration, adaptability, and learning. Those are foundational elements for effective leadership, by focusing on the broader picture and the welfare of all stakeholders, they tend to make choices that ensure sustainable success. In conclusion, humility should not be mistaken for lack of confidence. It's a conscious choice & strength, enabling leaders to connect more deeply with their teams, drive meaningful collaborations, and create environments where everyone thrives.

From my experience there are many dimensions that professional consultants must and can use when working with clients on consulting engagements, as well as leading teams in delivering the change and the value client’s expect and “good leadership” in management consulting, entails some of the following aspects: Brand - focus energies on developing a compelling and distinctive personal brand Network - solidify own network (different from expanding the network) Clients – thinking of client relationships as lifetime commitments Scalability - create stability, scalability, and sustainability into all professional actions Presence – ensuring there is always something smart and valuable to be said relevant business topics

In a world obsessed with efficiency and metrics, 'Pragmatic Leadership' is a rarely mentioned but highly valuable skill for consultants. This isn't about sticking rigidly to a pre-set strategy; it's about having the foresight to pivot when conditions demand. While it’s crucial to set clear goals and design realistic plans, it’s equally important to leave room for adaptability. Sometimes the best opportunities or insights come from what wasn't initially planned for. Being a pragmatic leader means knowing when to deviate from the plan to seize these opportunities, ultimately adding another layer of value to your consultancy.

Leadership has many more aspects to it than many appreciate. Good leaders are constantly refining and self reflecting to improve. As noted in my book leadership skills need to broaden and modernise as we enter this age of constant change or disruption.

Harry Bergsteiner, BArch, DipTCP, PhD; Director, ISL Leadership Culture At BMW, production line workers are empowered to halt the production line, at General Motors this would be considered unthinkable. This raises issues of empowerment (delegate, self-manage), leadership culture (collegial—competitive), savvy-ness of staff, trust (training and values), organisational purpose (profits, B-corp, volunteers etc), vision (short vs long-term), balance (economic, environmental, social, stakeholders), governance (ethics, whistle-blowing etc), knowledge (create, share, retain), independence (private, listed, co-op etc), key performance drivers (quality, innovation, staff engagement) plus plus. Check out the Institute for Sustainable Leadership.

Leadership starts with simple steps like taking 100% ownership and accountability for what you do and then what your team does. Leadership is something that needs to be nurtured and developed. If you are heading a team or a practice, it's about developing a thriving atmosphere, an atmosphere that allows everyone to come in as they are and contribute, an atmosphere that fosters a growth mindset, an atmosphere that allows for constructive contemplation. Leadership is never an accident, and understanding people and situations are critical skills one must consciously invest into. Leading from the front requires you to have strong competency in your subject matter and also an ability to motivate and have your team's back.

To be true and real is one of the most important aspects of leadership. We can train in many technical aspects crucial to leadership. Yet, we all have a strong radar to immediately detect lies, fakes, and "professional" leadership, that fail to inspire and truly connect with people. There is also a fine line between "influencing" and "manipulating", which often is crossed, and in the medium to long term tends to erode your credibility. Leadership is not a status in an organizational chart, is an earned quality recognized by others regardless of your status.

Leadership is all about the way you make people feel. Take a moment to think about that. Does your team fear you? Respect you? Admire you? Do you have the ability to create an atmosphere where people feel valued and inspired?

A leader (regardless of rank or title) is someone to is competent, takes responsibility for the work and provides answers or alternatives when things go awry. Start with this definition and then you can build out the other skills of strategy, program or project management, etc.

The soul of every project is human communication, which is usually not seen in many projects, especially in less developed countries.

Learning is a mindset and way of being in the world required for any respectable consultant. As a learner, you need to be curious and accept moving beyond your "comfort" zone into the "fear" stretching yourself into new things, and feeling more comfortable with the uncomfortable. It is an active and ongoing way to interact with the world, challenging yourself, trying new things, and embracing failure as part of the learning process.

Life long learning is a key skill for everyone. Management consulting and professional services in general are dynamic in scope and by definition, which in turn means lots of learning. It doesn't mean you have to always be studying separately or after hours, but on the job, in the project, during the work is often full of learning.

As a consultant “every day is a school day”. The learning never stops. Continual Professional Development (CPD) isn’t optional, it’s a must for every consultant. The rate of accelerating change makes updating yesterday’s learning a key requisite for the professional consultant. Gaining a formal qualification and validation in consulting provides a really strong foundation upon which to build CPD and to grow consulting skills. Learning should be engaging, compelling and fun. For every book we read, there will be others that it recommends reading too. For every course we take, there’s another course we really want to do! Our clients rely on us to put in the learning that they don’t have time to. Their trust must be rewarded.

Management Consulting will undergo a huge change: in the past companies chose consultants to leverage their experience and specific skills in domains that don’t require a continuity in organisations. With access to data, information and also facilitating platforms, companies don’t need large teams of consultants anymore. The role of consultants will transcend more to facilitators of relevant methods, mental models and frameworks that people in the organisations can do the work by themselves. Facilitated learning is in my opinion the more appropriate term for the profession of a consultant.

Paraphrasing what a subject matter expert shares with you, and repeating it back, will help you determine whether you are on track. Subject matter expertise is invaluable. Ensure you make the best use of your time together. Taking notes and studying them will demonstrate to the SME that you value their time.

With the current pace of change, learning agility is very crucial to stay relevant (including learning how to unlearn and relearn). Understanding that what's relevant today might be outdated tomorrow. Cultivating a habit of lifelong learning and staying updated with the latest trends, technologies, and methodologies will be key to grow as a consultant.

We die, not when we stop breathing but when we stop learning. At Mangmanet Consulting, we engage in a collaborative process of continuous information sharing that transforms both the client's and consultant's perspectives. This interaction between the consultant and client has the potential to spark fresh ideas, ultimately leading to the success of the project and an increased wealth of knowledge for both parties. Every new client and project serves as a wellspring of newfound wisdom, and in the digital era, genuine knowledge is the most valuable asset for a consultant. Embrace your curiosity, opt for questions over assumptions, delve deep to identify the root causes, and craft strategies to address them effectively.

Already we have seen a huge shift in Learning as now people are not limited to Mandatory Trainings anymore. It has gone much beyond that. The coming decade will be more toward Continuous Adaptation. Learning and implementation will go simultaneously - hand in hand. Continuous Adaptation is going to drive the Management Consulting industry to a great extent for sure.

This point is the key item on the list of "analytical skills". Learning beyond the job is important as mentioned in the article, however, I would prioritise the learning on the job. Here, you have stakeholders who have the most experience in the subject matter. What you need is to find a correct approach to them, timing, and structure you "knowledge gaps", however funny it might sound.

Innovation skills can be misleading -- it many ways its looking at a situation differently, or building upon parts that have worked and refining them to be better. Yes some methodologies are specifically designed for innovation, but it starts with being open to how things connect, could connect, should connect even when they don't seem to be able to connect.

Innovation skills are essential for creating value and differentiation in our role. Cultivate creativity, imagination, and divergent thinking for novel ideas. Apply analytical, communication, and leadership skills to validate, prototype, and pitch innovations. Embrace an innovative culture that is open to risks and learning from failures. Engage the diverse many, inside and outside organizations, to exponentially increase solution generation. Kotter's approach of enlisting a "volunteer army" enlisting shared visions within a creative network fuels innovation. We can establish their own "innovation lab" to nurture ideas. Innovation skills, fostering creativity, and leveraging diverse perspectives propel careers and empower our offering.

One of the most effective skills a consultant can use to innovate is to engage “the diverse many” both within their own and their clients’ organisations. “Instead of taking a lot of time to get new ideas from a small group of people, take a small amount of time from members of a large group of people and exponentially increase the number and quality of solutions that are generated” (Kotter). Enlist a “volunteer army” from within an organisation to work-up and resolve the solution to a shared strategic vision. Let that “volunteer army” operate and organise within a creative network and see innovation in action. Read Kotter’s “Change” and you’ll be inspired. Also create your own “innovation lab” (notes) to log your own creative ideas.

This point is very curious and I like how article describes those. For me the most important point is being open-minded. You need to be able to make mistakes and allow it to yourself, because innovation is re-thinking of what you have been doing until now.

Innovation skills is a dynamic skill. Thinking out of the box skill. A 1 touch point to multiple opportunities. Its a skill that takes you off the waterfall approach and translate you to an Agile approach enabling success in complex projects. This is a skill that keeps everything fluid and non cast in stone. A skill every dynamic professional should develop and enhance.

Stay hungry. Stay foolish. Be the round peg in the square hole. Clients hire consultants to offer advice they have not thought of themselves. So be not afraid when your ideas sound so different or against the grain, because that means you're probably on the right track.

When pitching an innovative solution, we become excited and energized. We believe in the solution and see, clearly, how the solution will benefit the client. Keep in mind, that your client may not be so eager to adopt the recommendation, because innovation introduces risk. The innovation could be a resounding success or result in sunk cost and brand damage. Since your client must also answer to someone, like the CEO or Board, they also face personal risk. You can make your pitch more successful if you recap the data and previously agreed upon hypotheses. This holistic storytelling will make your innovative solution more compelling. Further, you should prepare to speak to low-risk testing possibilities as proofs of concept.

A inovação é fundamental na área consultoria, não somente na entrega dos projetos mas também, especialmente, na vendas dos projetos. Em um mundo cada vez mais competitivo, saber inovar ajuda a consultoria a se diferenciar na venda, assumindo riscos medidos, e assim criando melhores ofertas aos clientes.

Innovationsfähigkeit ist leider so ein Modewort ohne wirkliche Aussagekraft. Es ist ähnlich wie mit "Nachhaltigkeit"... man versteht zwar grundsätzlich, was gemeint ist, aber es ist oft unklar. Für mich sind Innovationen nicht unbedingt nur neue Produkte/Ideen, sondern oft eine veränderte Herangehensweise an ein bestehendes Problem und die daraus resultierenden Ableitungen/Inspirationen für Neues. Auch die Fähigkeit, Bestehendes mit Neuem zu verknüpfen, um die Wertschöpfungskette zu erweitern, gehört meines Erachtens zu Innovationen.

In my experience to deliver the outcomes and value management consultants must take a client-led approach to decide on the most suitable way to deliver engagements, also considering the following factors: level of understanding of the business problem, depth of the solution, timelines required, and the client’s desire to take a “just fix the problem now” approach or build a longer term “fix now and build a sustainable capability for the future” approach. Despite all new skills that management consultants can acquire to become better, constantly challenging client’s status quo with new and innovative ideas and be able to lead clients in testing and adopting such ideas at accelerated pace is probably the key skill to retain and refine.

As we transition towards the Future of Work and how key trends like workforce shaping orchestrate human skills more than anything. The stress is how we forget the old school learning and adapt to human transformation, for this lies a key step forward to how we grow and prepare for future skills such as Adaptability, dealing with Gen Z & Millenials (as they are going to cover 60% of the workforce) and most important 'empathy.'

Beyond merely acquiring future skills, the key lies in 'Skill Stacking' or 'Upskilling'—the art of combining multiple, often unrelated skills to create a unique value proposition. Think of it as a consultant 2.0. Don't just be just an ordinary blockchain expert; be the blockchain expert who understands social impact and has a knack for empathetic communication. In a world brimming with specialists, being a multi-disciplinary problem solver could become your ultimate differentiator. It's not just about staying relevant; it's about being irreplaceable in a rapidly evolving landscape

This is one of the most dynamic aspects of consulting, to continuously learn! But there is one skill management consultants need to master "Learning to learn". This is about continuously contemplating on what needs to be unlearned vs what needs to be learned and then go on master those emerging elements. Management consultants need to be keen observers of geo-political, Industry, Domain and Technological developments and reimagine business of your clients. Those who do this versus those who doesn't, the former would see better growth and gain the ability to become trusted advisors for clients.

It's important to be visionary and see what skills are important in the future. For instance, as the rise of AI and technological advancement is at a peak, changes in business and consulting practices will happen. If you are not updated with these skills then you are replaceable.

In the realm of management consulting, the scope extends beyond traditional domains like strategy, risk management, governance, and operations. When we consider the skills essential for the future of management consulting, I highly recommend a robust foundation in business analysis, coupled with a keen understanding of emerging technologies such as Cloud and Edge Computing, AI, ML, VR, and AR. This comprehensive skill set enables consultants to play a pivotal role in shaping an organization's future roadmap by seamlessly integrating these technologies. This strategic integration not only imparts a competitive advantage but also addresses complex challenges and enhances overall productivity.

I don’t find this helpful at all, empathy, diversity and inclusion are not “future skills”, they are current and completely essential in any job not least management consulting.

In a world where technology continues to evolve, the uniquely human skills will become the strong differentiators in the consulting industry. These skills, often referred to as "soft skills" are those abilities that can't be easily replicated by algorithms or robots. Some of the most crucial skills future consultants will need are mostly human-centric: -Empathy: The ability to understand and share the feelings of another on a personal level, understanding their fears, aspirations & motivations -Ethical Judgment: While machines operate on code and data, humans apply moral values, ethical/societal consideration to decision-making -Storytelling: Data can provide insights, but the ability to craft compelling narratives stories inspire action

As a management consultant, you are in the best position to understand the needs of consumers, industry, government and societies in the future. Answer these questions: What will be important themes tomorrow? How will that impact society, organizations, consumers and industry tomorrow? Therefore what are going to be broadly key determinants of success in the future? How will that impact your clients and you? What are the gaps between where you currently are and where you need to be in that future? What are the specific skills, knowledge and expertise you need to develop to be relevant in the future? What steps are you going to take in what time frame to get there? What's the cost and how will it be returned? What's the measure?

In my view, Future skill will be how fast an human can learn new things which impact the business within in a time frame. As technology tools can change tomorrow but the attitude of constantly learning in a particular direction in a time period can play a great role.

Change management A large part of consulting is to take the client's organization with you on the journey/transformation. Several times consulting recommendations cannot be implemented because they do not reflect the readiness and reality of the customer org. Consultants need to be good to at helping customers drive the change. While change management is a sub-track within consulting, all consultants need to have this skill to some degree.

To be successful in management consulting it is critical to: 1. Be clear on your value add. What experiences, insights or expertise do you bring to clients that they would not have access to without you, and that you do better than anyone else? 2. Be VERY clear on your deliverables and outcomes. Businesses and companies are complex hierarchies with power dynamics, limitations, budgets and people with variable interests and commitments. With all of these variables, you must be able to articulate a clear vision of how you can help to enhance and improve current conditions. 3. Have a method to prove your success. It's not enough to say you can do it, you've got to show and prove. How do you know when you've made a positive impact?

I've found that whether you're working for a consulting firm or running your own firm, you will benefit greatly with sales and marketing skills. Understanding the bigger picture of what the client organization is trying to achieve, learning about problems and frustrations of stakeholders and the outcomes they wish to achieve - all of these will help you propose relevant solutions to your clients and drive the relationship further. Skills such as: - Customer research and discovery - Creating and communicating new offers - Prospecting - Proposal design - Writing ...will help you as an Associate or Manager move faster up the Partner track. If you're running your own firm, these skills will help you drive more business and grow.

I could comment on all the content but would rather highlight a glaring omission. Not a word about ethics and morality. Any management consultant who does not understand the importance and crucial role of ethics and morals in their work is simply a hired mercenary in the worst sense of the term.

Highly motivated team leads successful outcome. As consultant, you must have a ability to motivate your team members. Team motivation is the level of energy and persistence that team members bring to their work. Some of the most effective strategies include: ➜ Providing opportunities for growth ➜ Creating a positive work environment ➜ Recognizing and rewarding achievements ➜ Offering competitive compensation and benefits

From my experience working with innovative companies I have learned that ethical skills are essential today more than ever. More and more decisions that shape our human and social lives are determined by machines and artificial intelligence. Managers need help to identify where and how they should incorporate "human heart" qualities. The management consultant is an opportunity for a human "mirror" for this purpose

Information Interpretation and decision making skills: you will have overwhelming sets of data and information to use in the future. However, having overwhelmed with data and information is not sufficient for decision making. The ability to understand, interpret and use data and information to make informed decision is very crucial. Anyone preparing for consultancy services is expected to develop and constantly improve the ability and skill to manipulate, interpret and infer from chunks of data and information and use to predict the future behaviours of the businesses ecosystems of the concerned organisation.

Know when to leave a great client. There is a point a consultant reaches where he/she has really contributed everything the client can possibly benefit from. Being aware of this point is incredibly hard. It's very tempting to stay on with great clients past your 'best before' date. Resist that urge and instead move on to new clients where you can contribute more. As for that old client, well, hopefully you've gained a life long friend.

You may develop your key skills for management consulting by: Mastering digital tools and data analytics. Building strong problem-solving and critical thinking abilities. Cultivating adaptability and resilience. Developing excellent communication and teamwork skills. Gaining deep industry knowledge and business acumen. Prioritizing continuous learning and development.