Management consulting is changing its business model both to deliver to clients more durable outcomes for a digital age and counter the scalability constraints intrinsic to the traditional labor-intensive model. This change has implications for the skills future consultants need, the employee lifecycle for attracting and developing these skills, and how consultancies deploy them. But this change is not occurring in a vacuum. Labor markets are also in flux as a new generation with distinct values and preferences enters the professional workforce and the traditional consulting workhorses enter a new phase of their professional and personal lives. Coping with these implications will not stop, moreover, at the HR department. Consultancies will need to rethink their workforce strategies, engagement models, technology and other assets, and leadership.
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