The UK consulting market in 2017

Transcription

1 The UK consulting market in 2017

2 2 Source Global Research 2017

3 3 Source Global Research %

4 4 Source Global Research ,311m

5 The biggest consulting markets globally 5 Source Global Research 2017

6 Which industries drove growth in 2016? 6 Source Global Research 2017

7 Which services drove growth in 2016? 7 Source Global Research 2017

8 UK digital transformation market Share of the UK digital transformation market in 2016 by service line ( m) 8 Source Global Research 2017

9 Firm types 9 Source Global Research 2017

10 Three things to watch 10 Source Global Research 2017

11 Brexit 11 Source Global Research 2017

12 The impact of Brexit 12 Source Global Research 2017

13 but this is what UK clients are telling us % of clients saying major new initiatives are happening in their organisation % of clients saying they will increase their use of consultants Source Global Research 2017

14 Why are UK clients so resilient? 14 Source Global Research 2017

15 Where the market is going, and why More expenditure on risk, but less on transformation How clients expenditure on specific consulting services is likely to change during the post-article 50 period of negotiations Specific work around planning for Brexit Risk Financial management Upgrading existing technology Human resources / change management Business transformation Productivity improvement / cost reduction Strategy Investing in new, digital technology 0% 5% 10% 15% 20% 25% 30% 35% 40% More Less 15 Source Global Research 2017

16 There are precedents 16 Source Global Research 2017

17 Why consulting firms should care about diversity 17 Source Global Research 2017

18 Why consulting firms should care about diversity Headcount increase required in different consulting markets to meet demand 130, Source Global Research 2017

19 What is the pinched middle? At partner and director level there are hardly any women. From manager grade is when the numbers start dipping. I ve come to the conclusion that I am going to leave consulting. I wasn t sure if this was just my firm or the consulting industry as a whole, but after a couple of interviews at other consulting firms I can see that it is all just the same and I am tired of it. I certainly won t compromise on what is important to me when it comes to my family life and if they can t accommodate, I ll just leave. Source Global Research and Unida Kindly sponsored by EY 19 Source Global Research 2017

20 Today s reality for female senior managers 50% of women think that people in their organisation still think that having a career in consulting and looking after a family is mutually exclusive as do 40% of men. 61% of women say it is seen as career-limiting to take advantage of the opportunities around flexible working and maternity leave and half of men agree (50%). 58% of women feel they can t be honest about the work and home pressures they face. 41% of women think their firm only pays lip service to gender diversity. As a result, just 52% of women say they are happy with their work-life balance, compared with 65% of men. 20 Source Global Research 2017

21 A framework for change What senior managers say would keep them in consulting 1. More predictability around travel and workload 2. Greater access to flexible working and conversations with clients about it What needs to be in place if that s to happen 3. Continuity of teams to build trust in flexible arrangements 4. Different career paths and roles that contribute to career progression 5. Clearer and more tailored promotion expectations about more than just revenues Reinforce change through Support and training around maternity and unconscious bias 7. Role models people can relate to Consider 8. Feeding the talent pipeline widen the net for experienced hires All of the above needs to be underpinned by 9. Incentivise partners to change their attitudes 10. Empowerment making sure people decide for themselves 21 Source Global Research 2017

22 A framework for change What senior managers say would keep them in consulting 1. More predictability around travel and workload 2. Greater access to flexible working and conversations with clients about it What needs to be in place if that s to happen 3. Continuity of teams to build trust in flexible arrangements 4. Different career paths and roles that contribute to career progression 5. Clearer and more tailored promotion expectations about more than just revenues Reinforce change through Support and training around maternity and unconscious bias 7. Role models people can relate to Consider 8. Feeding the talent pipeline widen the net for experienced hires All of the above needs to be underpinned by 9. Incentivise partners to change their attitudes 10. Empowerment making sure people decide for themselves 22 Source Global Research 2017

23 Firms need to develop meaningful roles and different career paths to help women through the pinched middle 61% of women say it is seen as career-limiting to take advantage of the opportunities around flexible working and maternity leave Create a subject matter expert path Consider splitting sales from delivery Prioritise office-based roles for women returning from maternity leave but crucially, make these client facing as much as possible Be clear how part-time work fits into promotion View career plans as more of a life plan 23 Source Global Research 2017

24 Female senior managers need clearer, more detailed promotion criteria that are about more than just revenues 82% Of female senior managers describe promotion as very important to them more than men (68%) Stop auto-populating targets Expand assessment beyond the size of revenues won consulting firms need to be more sophisticated Consider a more open forum for promotion decisions end the behind closed doors approach of most firms Don t automatically write off the years during and after pregnancy 24 Source Global Research 2017

25 Female senior managers want to see role models they can relate to 93% Of female senior managers say that having more role models they can relate to would help keep them in consulting Open and honest women s networks that discuss different paths to partnership Encourage women to seek mentors, sponsors, and coaches all have a valuable role to play in women s careers Reverse mentoring it s easy for more senior people to forget how difficult the pinched middle years are 25 Source Global Research 2017

26 Concluding thoughts Women are less optimistic about change in the areas needed to make flexible working and part-time work more respected How important women think different interventions are versus likelihood of change 26 Source Global Research 2017

27 Closing the value gap 27 Source Global Research 2017

28 36% 34% 37% 40% 57% 58% 67% 68% Perceptions of value lag behind those of quality and the gap is getting bigger Global UK QUALITY V A LUE 28 Source Global Research 2017

29 What to do? Talk about value, internally and externally Incorporate a value measure into your client satisfaction survey 29 Source Global Research 2017

30 Upcoming reports and events REPORTS Strategic Planning Programme Mega trend #1: Digital transformation Strategic Planning Programme Mega trend #2: Cognitive computing, robotics, AI Client Perception Programme: UK Audit automation The client view EVENTS Data roundtable 30 Source Global Research 2017

31 New features on the reports platform 31 Source Global Research 2017