Comments on: Indian Consulting Market: An Insight into the Factors Restricting Growth http://www.consultingnetwork.co.in/indian-consulting-market-an-insight-into-the-factors-restricting-growth/857/?utm_source=subscriber&utm_medium=rss&utm_campaign=rss Thu, 26 Jan 2012 13:13:03 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: anil http://www.consultingnetwork.co.in/indian-consulting-market-an-insight-into-the-factors-restricting-growth/857/comment-page-1/#comment-513 anil Tue, 09 Jun 2009 11:47:48 +0000 http://consultingnetwork.co.in/?p=857#comment-513 "Acquiring the right set of people to match every client’s broad range of requirements has been one of the challenges that smaller consulting firms in the Indian market face. This challenge has resulted in a change in the trend of hiring manpower in consulting organizations of late. Previously, consulting firms were primarily looking at hiring specific industry expert or any individual market expert. Even though some firms continue to sustain this model of hiring, most of the emerging firms in the country focus at hiring individuals who are flexible and those who can analyze any market or industry at a given period of time. This trend is expected to crystallize in a few years down the line. The reason for the same is two fold. One, the firms can leverage on their mixed pool of talent and assign any projects to any one individual or more and secondly, this facilitates the firm to considerably cut costs of engaging a single market expert" Subscribing to this line of thought has brought a great deal of frustration to corporations/institutions that succumb to the "big" Consulting's advice of depth.  Having seen a lot of reports coming from these generalists who lack depth or experience; I have to say - Subject Matter Experts (SMEs) are bread-and-butter, generalists harm in the long run. Companies are paying for knowledge and expertise - Both of which cannot be availed when you move your talent (more like B-team) from one sector to another, and one industry to another. Moving talent in this matter dilutes the quality of analysis. It leads to sloppy formuliac cookie-cutter reports and presentations. Innovations are taking place in every industry, generalist consultants rarely are clue-ed in and hence are unable to provide the quality advice and focus that institutions are expecting of the "big" consulting group. my dos pesos "Acquiring the right set of people to match every client’s broad range of requirements has been one of the challenges that smaller consulting firms in the Indian market face. This challenge has resulted in a change in the trend of hiring manpower in consulting organizations of late. Previously, consulting firms were primarily looking at hiring specific industry expert or any individual market expert. Even though some firms continue to sustain this model of hiring, most of the emerging firms in the country focus at hiring individuals who are flexible and those who can analyze any market or industry at a given period of time. This trend is expected to crystallize in a few years down the line. The reason for the same is two fold. One, the firms can leverage on their mixed pool of talent and assign any projects to any one individual or more and secondly, this facilitates the firm to considerably cut costs of engaging a single market expert"

Subscribing to this line of thought has brought a great deal of frustration to corporations/institutions that succumb to the "big" Consulting's advice of depth.  Having seen a lot of reports coming from these generalists who lack depth or experience; I have to say – Subject Matter Experts (SMEs) are bread-and-butter, generalists harm in the long run.

Companies are paying for knowledge and expertise – Both of which cannot be availed when you move your talent (more like B-team) from one sector to another, and one industry to another. Moving talent in this matter dilutes the quality of analysis. It leads to sloppy formuliac cookie-cutter reports and presentations. Innovations are taking place in every industry, generalist consultants rarely are clue-ed in and hence are unable to provide the quality advice and focus that institutions are expecting of the "big" consulting group.

my dos pesos

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