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&lt;p align=&quot;left&quot;&gt;&lt;b&gt;A giant industry, a moving target&lt;/b&gt;&lt;p&gt;Consulting, in the business context, means the giving of advice for fees. Consultants offer their advice and skill in solving problems, and are hired by companies who need the expertise and outside perspective that consultants possess. Some consulting firms specialise in giving advice on management and strategy, while others are known as technology specialists. Some concentrate on a specific industry area, like financial services or retail, and still others are more like gigantic one-stop shops with divisions that dispense advice on everything from top-level strategy, to choosing training software, to saving money on paper clips.&lt;p&gt;But consulting firms have one thing in common: they run on the power of their people. The only product consulting firms ultimately have to offer is their ability to make problems go away. As a consultant, you are that problem-solver.&lt;p&gt;&lt;b&gt;Not the kind of consulting we mean&lt;/b&gt;&lt;p&gt;As a standalone term, “consulting” lacks real meaning. In a sense, everyone’s a consultant. Have you ever been asked by a friend, “Do I look good in orange?” Then you’ve been consulted about your colour sense. There are thousands upon thousands of independent consultants who peddle their expertise and advice on everything from retrieving data from computers to cat astrology. There are also fashion consultants, image consultants, and wedding consultants. For the purposes of this career guide, we are going to use the term “consulting” to refer specifically to management consulting.&lt;p&gt;Management consulting firms sell business advisory services to the leaders of corporations, governments, and non-profit organisations. Typical concentrations in consulting include strategy, IT, HR, finance, and operations. Types of problems in consulting include pricing, marketing, new product strategy, IT implementation, or government policy. Finally, consulting firms sell services in virtually any industry, such as pharmaceuticals, fast moving consumer goods, or energy.&lt;p&gt;Firms can be organised or broken up according to topic, type of problem, or industry. For example, a firm might focus on strategy problems only, but in virtually any industry. Bain &amp; Company is an example of one such firm. Another firm might focus on a specific industry, but advise on nearly any type of issue. Kurt Salmon Associates, which focuses on consumer goods and retail, is an example of this type of firm. Many of the larger firms have a “matrix” organisation with industry practice groups but also functional practice groups. And some firms are extremely specialised. For example, a firm might have only two employees, both focusing solely on competitive analysis in the telecommunications industry. All of these are examples of management consulting.&lt;p&gt;&lt;b&gt;Caveats about consulting&lt;/b&gt;&lt;p&gt;All this might sound great, but before we go on, we should address some common misconceptions about consulting.&lt;p&gt;&lt;ul&gt;&lt;li&gt;&lt;b&gt;Implementation –&lt;/b&gt; You might be thinking, “All consultants do is figure out problems at companies and explain them. Great! I’m going to be making great money for doing something really easy.” Unfortunately, that’s not true. Spotting a client’s problems is a mere fraction of the battle. (Most people with a fair amount of common sense and an outsider’s perspective can identify a client’s problems. And in many cases, clients also understand where the problems lie.)&lt;p&gt;The job of the consultant, therefore, isn’t just about knowing what’s wrong. It’s about working out how to make it right. Even finding the solution isn’t the end of the story.Consultants must make sure the solution isn’t too expensive or impractical to implement.(Many consulting firms have what’s called an 80 percent rule: It’s better to put in place a solution that takes care of 80 percent of the problem than to strive for a perfect solution that can’t be put into place.) Acorollary to this is the 80/20 rule: 80 percent of a problem can be solved in 20 percent of the time. Consultants must also get “buy-in” from the clients. Not only does bureaucracy often make implementation tough, but consultants must also convince individual client employees to help them make solutions work. It’s tough to solve problems — and that’s why clients hire consultants.&lt;p&gt;&lt;li&gt;&lt;b&gt;Glamour –&lt;/b&gt; Consulting can indeed be exciting and high profile, but this is the exception, not the rule. Chances are, you won’t be sitting across from the Chief Executive at your next project kick-off, and you probably won’t be staying in five-star hotels in the coolest cities in the world (though both are possible). Depending on the industry and location of your client’s business, your environment might be a mid-range hotel in a small city, and you might be working with the director of one of the company’s many business units.&lt;p&gt;&lt;li&gt;&lt;b&gt;Prestige –&lt;/b&gt; Consulting is widely thought of as a prestigious career among business circles, particularly graduates with MBAs. However, outside these circles, consultants often have a bad image. Many employees of large organisations have seen young graduate consultants who earn far more than they ever will, come into their company with limited knowledge of their industry, create lots of havoc and change, and leave them to pick up the pieces. Positive press for consultants is rare. In contrast to work in investment banking, your work in consulting will probably never get mentioned in The &lt;i&gt;Financial Times&lt;/i&gt;. Very few consulting firms are publicly recognised for the help they give.&lt;p&gt;As a result, few people outside of the industry really understand what consulting is. In fact, a running joke about consulting is that no one can explain it, no matter how hard or many times one tries. If you want a job you can explain to your grandmother, consulting isn’t for you. Most “civilians” won’t have heard of your firm — unless it has been involved in a scandal, that is.&lt;p&gt;&lt;li&gt;&lt;b&gt;Income – &lt;/b&gt;The salary looks attractive on paper, but remember, it’s not easy money. Divide your salary over the (often large) number of hours, and the pay per hour isn’t much better than other business careers. &lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;b&gt;So what does a consultant actually do, anyway?&lt;/b&gt;&lt;p&gt;Most “non-consultants” are mystified by the actual job and its day-to-day responsibilities.There are good reasons why this is. While you’re used to giving advice and solving problems, you may not understand how this translates into a career path. The problem is compounded because consultants tend to use a very distinctive vocabulary. You may not know what your skill set is, or how not to boil the ocean, or what the heck consultants mean when they talk about helicoptering. In addition, many consulting firms have their own specific philosophies and problem-attacking frameworks, which only raise the level of jargon. &lt;p&gt;The short answer is that you will be working on projects of varying lengths at varying sites for different clients. What you do will depend on your seniority, experience, phase of the project and your company. If you are a partner, you are selling work most of the time, whereas if you have a recent MBA degree, you are probably overseeing a couple of entry-level consultants doing research. For the most part, we’ll describe the job that entry-level and mid-level (MBA or the equivalent) consultants do. Generally, projects follow the pitching/research/analysis/ report writing cycle.&lt;p&gt;&lt;b&gt;Depending where you are in the project lifecycle, here are some of the things you could be doing:&lt;p&gt;Pitching – Selling the practice&lt;/b&gt;&lt;br&gt;&lt;ul&gt;&lt;li&gt;Helping to sell and market the firm (preparing documents and researching prospective clients in preparation for sales calls)&lt;li&gt;Helping to write the proposal&lt;li&gt;Presenting a sales pitch to a prospective client (usually with PowerPoint, Microsoft’s presentation software)&lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;b&gt;Research&lt;/b&gt;&lt;/br&gt;&lt;ul&gt;&lt;li&gt;Performing secondary research on the client and its industry using investment banking reports and other research sources (these include Bloomberg, Factiva, Hoover’s Online, Mintel and Companies House filings but also extensive ‘googling’)&lt;li&gt;Interviewing the client’s customers to gather viewpoints on the company&lt;li&gt;Checking your firm’s data banks for previous studies that it has done in the industry or with the client, and speaking to the project leads about their insights on the firm&lt;li&gt;Facilitating a weekly client team discussion about the client company’s business issues&lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;b&gt;Analysis&lt;/b&gt;&lt;br&gt;&lt;ul&gt;&lt;li&gt;Building Excel discounted cash flow (DCF) and/or other quantitative financial models&lt;li&gt;Analysing the gathered data and the model for insights&lt;li&gt;Helping to generate recommendations&lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;b&gt;Reporting&lt;/b&gt;&lt;/br&gt;&lt;ul&gt;&lt;li&gt;Preparing the final presentation (typically a “deck” of PowerPoint slides, though some firms write up longer reports in Microsoft Word format)&lt;li&gt;Helping to present the findings and recommendations to the client&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;b&gt;Implementation&lt;/b&gt;&lt;br&gt;&lt;ul&gt;&lt;li&gt;Acting as a project manager for the implementation of your strategy, if your firm is typically active during the implementation phase of a project&lt;li&gt;Executing the coding, systems integration, and testing of the recommended system, if you work for an IT consulting practice&lt;li&gt;Documenting the team’s work after the project is over&lt;/li&gt;&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;&lt;b&gt;Administration&lt;/b&gt;&lt;/br&gt;&lt;ul&gt;&lt;li&gt;Working on internal company research when your firm has no projects for you. (Being unstaffed is referred to as being “on the beach,” a pleasant name for what is often a tedious time.)&lt;li&gt;Filling out weekly time tracking and expense reports&lt;/li&gt;&lt;/li&gt;&lt;/ul&gt;&lt;p&gt;Keep in mind that the assessment phase — usually the most interesting part — is probably the shortest part of any assignment. Consultants staffed on projects typically do a lot of research, financial analysis, Excel model building and presentation. You will attend lots of meetings in your quest to find the data, create the process and meet the people who will help you resolve the issues you’ve been hired to address. And, when you’re not staffed, you will spend time “on the beach” doing research on prospective clients and helping with marketing efforts. (It’s called “on the beach” because the time when you’re not staffed on a paid engagement is usually less frenetic – though not always so!) Consulting firms spend a lot of time acquiring the work, and depending on how the firm is structured or how the economy is doing, you could spend significant amounts of time working on proposals. For you, this usually means lots of research, which is then elucidated on the omnipresent PowerPoint slides.&lt;p&gt;To some extent, though, the boundaries of the job are virtually limitless. Each project carries with it a new task, a new spreadsheet configuration, a new type of sales conference, or an entirely new way of thinking about business. To top it all off, you often must travel to your work assignment and work long hours in a pressurised environment. It’s not easy.

Vault Consulting Editors

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