There is too often in today’s media an ill-informed and negative notion of what management consultants do, purported by media commentators with little direct experience of the sector they cover. It is an image of an industry, which offers PowerPoint strategies, worthless advice and ‘here today, gone tomorrow’ support, all for astronomical fees.
The reality of course couldn’t be more different. Modern British consulting is, in fact, a cutting-edge and hugely-competitive sector, which is at the forefront of AI and technological innovation, critical business transformation and driving sustainability improvements. British consultancies are deeply invested in their 10,000[1] clients, making this global powerhouse the most respected consulting center in the world.
As well as the false perception of what they do, there is also a stereotype of who consultants are. But the idea that the industry is staffed solely by London-based, Oxbridge-educated consultants with little or no experience is completely divorced from reality.
Modern British consultants are, in fact, incredibly diverse. The sector is a leading employer of women and people from ethnic minority backgrounds. Recruitment of apprentices and school leavers is rising; intake from Russell Group universities is falling. More than 270 regional offices are spread out across the U.K., as is the impact of consultancies’ long-running volunteering programs. Over 70 percent of the Management Consultancies Association (MCA) members are SMEs.
The career trajectory has drastically changed, too. As with many careers, long gone are the days when employees stick with the same company for decades on end. Rather than starting out as analysts and, years later, rising to the role of partner, increasing numbers of consultants are moving around between our clients in industry, government and consultancy. The term ‘revolving door’ is often used negatively, but it is through this movement that many consultants sharpen their skills and broaden their expertise and benefit the collective growth of U.K. plc and our public institutions.
It is their specialist skills and expertise that place consultants in such high demand. As the world transitions to net zero and adapts to a future dominated by new technologies like AI, governments and businesses are reaching for trusted advisers, renowned for their deep sector knowledge and breadth of experience. They also look to consultancies as the great convenors of the global economy, able to bring together specialists from across disciplines, often at short notice.
In many ways, this is management consultancy’s moment. We are living in uncertain times, and the capabilities, advice and support provided by consulting firms big and small is invaluable. We are also living at a time when businesses are crying out for talented people to fill their vacancies, and it is the consultancy industry that is investing hugely in skills, training up the bright young sparks from all backgrounds who go on to become the international CIOs, COOs and CEOs of the future.
It is no wonder, then, that the industry which generates £20 billion of revenue is growing at 9 percent per year, outperforming the rest of the U.K. and indeed the U.S. economy in terms of expansion and growth rates.
As the industry’s trade association, the MCA celebrates the people behind these statistics. We champion not only the effect their hard work has on the economy, but the impact they have on our society. Pretty much everyone in the U.K. has benefited from management consultancy; this is, after all, the industry that helped to deliver the world-leading Covid vaccination program and which drove waiting times for breast cancer screenings down by a third.
Yet it is primarily for partnerships with the public sector that management consultancy receives most criticism. There is a view among some that a penny of taxpayers’ money spent on external advice is a penny wasted. The lazy assumption is as far from reality as the false images of consultants and their industry.
For a start, management consultants usually join projects with the express aim of saving money, improving productivity and delivering better outcomes for taxpayer-funded services. Efficiency is their middle name. The biggest vote of confidence in their value comes from the private sector, which makes up 80 percent of consultancies’ work. These clients include Britain’s most successful companies and best-loved brands. Does anyone really believe that these shrewd businesses are being hoodwinked into wasting their money? The truth is they’re more than satisfied with the service they get, which is why clients come back to their consultants, again and again.
The world is satisfied, too. We don’t hear it very often, but modern British consulting is the second-largest such industry in the world. From Peru to Saudi Arabia and Bangladesh, clients from across the globe keep buying British, whether that is for advice on cybersecurity, or support in their shipping industry. They know they’re getting the best of the best. That reputation is why exports have trebled in recent years. The sale of British services overseas far outstrips that of goods, and consulting forms a large proportion of those services. Some people lament that shift. They say the U.K. doesn’t make anything anymore. But we do. We make businesses more successful. We make government projects happen. We make countries more prosperous. That is the reality of modern British management consulting. It’s time we started shouting about it.
[1]MCA Annual Industry Report 2024
The NHS Shared Business Services (NHS SBS) launched a groundbreaking framework agreement to enhance consultancy and advisory services for the healthcare sector
This framework agreement is set to redefine how essential services are obtained and utilised.
The purpose of the framework agreement
The agreement, which will be active from March 18 2024, to March 17 2028, marks a significant milestone in strengthening the efficiency and effectiveness of healthcare operations across the UK.
Open to both the NHS and the wider public sector, this agreement offers a route to access a diverse collection of consultancy and advisory services set to meet the needs of healthcare providers.
The framework contains services that elevate healthcare delivery standards, from strategic business planning to IT infrastructure optimisation, HR management, and sustainability initiatives.
The framework also ensures comprehensive coverage of essential consultancy domains. These include areas such as business strategy, integrated care solutions, innovation and transformation, communication strategies, IT consultancy, financial management, human resources, disease outbreak management, social value initiatives and property procurement.
The frameworks lot compromise
Lot 9 is dedicated to social value, sustainability, and carbon neutrality. This specialised lot aims to support the NHS and the wider public sector in achieving carbon net-zero targets by 2040, recognising the imperative to address environmental concerns.
The procurement framework’s 10 Lots comprise:
- Lot 1 – Business, leadership, management, governance, structure & strategy
- Lot 2 – Integrated care, healthcare & community care
- Lot 3 – Commercialisation, innovation & transformation
- Lot 4 – Communications, engagement & research
- Lot 5 – IT business consultancy
- Lot 6 – Finance and procurement
- Lot 7 – HR and employment, skills, and training
- Lot 8 – Disease outbreaks – endemics, epidemics and pandemics
- Lot 9 – Social value, sustainability, and carbon neutrality
- Lot 10 – Property
Integrating sustainability principles into healthcare operations aligns with environmental stewardship goals and responsible resource management.
One of the key advantages of this framework agreement is its inclusivity. From small to medium-sized enterprises (SMEs) to established national providers, a collection of pre-approved suppliers ensures that contracting authorities can select partners best suited to their specific requirements.
Stimulating innovation within the healthcare sector
The agreement authorises healthcare organisations to tailor consultancy solutions according to their evolving needs by offering contracting authorities the option to engage single or multiple service providers.
The agreement aims to stimulate innovation, improve operational efficiency, and enhance patient care experiences by providing a structured and efficient mechanism for accessing consultancy and advisory services.
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19 March 2024
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Happy birthday to us….and all members of the The ValPal Network!
We are celebrating a decade in business and in those 10 years we have helped agents generate a staggering 8.7million sales leads.
TVPN was launched in 2014 as the original online valuation tool – a groundbreaking development for estate agency. And the lead-generation revolution continues with the introduction of new features that keep us at the cutting edge of PropTech innovation.
In the last 10 years the average house price in the UK has risen from just under £190,000 to just over £285,000 – an increase of around 50%.
In the very early days, people had to be persuaded that technology had a worthwhile place in estate agency – some of them thought it was just a gimmick.
Innovating and refining
But they soon discovered that, as well as providing a service for potential clients visiting their website, the ValPal tool was generating precious leads every time it was used.
Today the branch office network has flourished and now stands at 4330 because since we started, we’ve been determined to keep on innovating and refining to make absolutely sure that ValPal grows in its effectiveness as a lead generator and provides agents with as much vital sales intelligence as possible.
Our latest new feature enables agents to discover whether their leads are already on the market with another firm and it’s been created through our partnership with data provider TwentyCi.
Success rates
TVPN director, Craig Vile, says: “Since partnering with them, our eyes have been opened to some fascinating insights including how many leads come to market, how long leads take to instruct an agent and the success rates of marketing campaigns.
“The data shows us that a percentage of ValPal leads are already on the market when they first fill in the ValPal tool. The reasons vary for example the seller may decide to get an instant online valuation with another agent after their listing agent advises them to reduce the asking price, or perhaps a lack of viewings.
“Obviously your call to the lead will need to be very different if they are already on the market with another agent, but there’s no way you can know this information before you speak to them, until now.”
The ValPal tool now has an optional add-on to ask the prospect if their property is already on the market. This information is then fed to the agent in the lead details so that agents can tailor their calls accordingly.
To find out more about how The ValPal Network can help your agency, click here to get in touch or call us on 0208 663 4930.
Ramboll, Royal Haskoning DHV and Witteveen Bos are joining forces to develop innovative tunnel solutions, following their collaboration on the world’s longest immersed tunnel, the Fehmarnbelt.
The three engineering companies all provide design services and consultancy for tunnel projects.
The Dutch firms Royal Haskoning DHV and Witteveen Bos already work together in the field of tunnelling and underground works under the name Tunnel Engineering Consultants (TEC).
Danish company Ramboll joined TEC and Arup in delivering technical advisory services for the under development Fehmarnbelt tunnel between Germany and Denmark.
Ramboll, Royal Haskoning DHV and Witteveen Bos have now signed an agreement that builds on this previous collaboration. The three consultancies are combining their capabilities within planning and design of tunnels and underground structures.
The aim is to provide multidisciplinary consultancy and technical advisory for the whole asset life cycle for tunnels – from early planning and feasibility, through to the final design, asset management and decommissioning planning and provisions.
Witteveen Bos infrastructural engineering business unit director Rinze Herrema said: “Innovation is the cornerstone of our collaboration. As with our work on Fehmarnbelt, we will push current engineering standards to overcome complex technical challenges, unlock new opportunities, and create the best solutions in partnership with our clients.”
Royal Haskoning DHV infrastructure business unit director Niek Joustra said he is pleased to see “even closer collaboration” between the three companies, which can offer clients access to “the most qualified tunnel specialists”.
Ramboll Denmark transport executive director Asger Knudsen added that the trio wants to emphasise best practice in sustainability and resilience within tunnel engineering and design.
This includes “a committed emphasis on regenerative design principles to reduce the environmental impact and increase the life span of existing and new tunnels, as well as the use of eco-friendly and recyclable materials, and a focus on preserving biodiversity,”.
The co-operation agreement took effect on 1 January 2024 and brings together a combined workforce of more than 25,000 engineers.
Tata Consultancy Services (TCS) and Macquarie University have announced the launch of the TCS GoZero Hub, a pioneering research and development centre established to aid Australian organisations in their journeys towards achieving net zero carbon emissions. This innovative partnership merges TCS’ industry leadership with Macquarie University’s education and research prowess in a move deemed crucial in the effort to move closer to climate goals.
The inaugural TCS GoZero Hub is designed to convert insights into real action, aligning with the focus areas highlighted at COP28. This comes at a time when the transition away from fossil fuels, despite having been unanimously agreed upon by world leaders, faces numerous challenges which must be tackled expeditiously.
The GoZero Hub is set to deliver a range of solutions, among them accelerating the shift to clean energy through research in electrification and renewables, tackling carbon dependency with carbon capture and management strategies, championing nature restoration, promoting circular design and green finance, as well as addressing climate resilience.
While solidifying its commitment towards a sustainable future, the TCS GoZero Hub will double up as an academic platform where graduate researchers get a chance to interact with industry mentors. The central themes of COP28 stand as the main building blocks of the GoZero Hub; it seeks to draw together multi-disciplinary, multi-faceted approaches and ideas across industry and academia to drive research and innovation. Its primary aim is to facilitate the transition to a net-zero future for enterprises, governments, and communities across Australia while taking into account both nature and people.
Girish Ramachandran, President of TCS Asia Pacific, expressed his delight at the launch of the initiative, saying: “Innovating to build sustainable futures is something we are extremely passionate about at TCS. We are pleased to launch the TCS GoZero Hub in partnership with Macquarie University. We are joining forces to create a leading hub of research, innovation, education and solutions that will enable informed decision-making as we move towards a net-zero carbon future.”
Professor S. Bruce Dowton, Vice-Chancellor of Macquarie University, stated: “Macquarie University is committed to undertaking world-changing, impactful research and to generating new knowledge through research and innovation that supports transformational sustainability. Our partnership with TCS and the launch of the TCS GoZero Hub will amplify our impact in exciting new ways as we help address the global decarbonisation challenge and create a more sustainable, just and equitable society.”
The TCS GoZero Hub drew commendation from Dr Andrew Charlton MP, Federal Member for Parramatta at the recent TCS Summit Asia Pacific 2023, who said, “Australia needs to bring together its technology and innovation skills to become a sustainability leader and a significant contributor to a net-zero future. We commend TCS and Macquarie University for leading the charge with the launch of the TCS GoZero Hub.”
Supporting the TCS GoZero Hub will be TCS’s comprehensive suite of over 200 sustainability services and solutions designed to accommodate and cater to different industry requirements. The Hub will play a significant role in the anticipated journey towards a sustainable future, positioning Australia as a global leader in the net-zero race.
Parley, the nonprofit that works with brands like Adidas and Dior to turn plastic pollution into product components, is launching an investment arm to support new materials innovation.
The environmental organisation is aiming to provide long-term funding to next-generation start-ups that are taking on the environmental and social problems caused by plastic.
”We don’t see good investors out there,” said Parley founder and CEO Cyrill Gutsch. “There’s too much influence on the wrong side, pushing too fast on commercialisation and driven by short-term returns.”
Gutsch said Parley would also leverage its knowledge of fashion supply chains and connections to designers to help bring new materials to the market.
The company’s first investment is in Bananatex, a five-year-old company that produces a material made from banana plants. Gutsch has already introduced the material to Dior menswear designer Kim Jones, who has experimented with the material to create a one-off jacket: an illustration of Gutsch’s ambition to get top creatives to engage with new materials with a view to eventually incorporating them into commercial collections.
”Designers in the fashion houses are, for us, more or less the best advocates,” said Gutsch.
Learn more:
The Start-Ups Fashion Is Still Willing to Bet On
A grim economic climate has tempered enthusiasm for risky investments, but fashion companies and executives like H&M, Kering and Stella McCartney still see opportunity in start-ups pursuing sustainability solutions.