View source for Consultant

{{short description|Professional who provides advice in their specific field of expertise}}
{{about|professional consultants|medical consultant|Consultant (medicine)|other uses}}
{{redirect|Consultancy|companies|Consulting firm}}
A '''consultant''' (from {{lang-la|consultare}} "to deliberate")<ref>{{Cite journal|last=Lease|first=Emory B.|date=May 1906|title=Antibarbarus der Lateinischen Sprache|url=http://dx.doi.org/10.1017/s0009840x00994484|journal=The Classical Review|volume=20|issue=4|pages=218–222|doi=10.1017/s0009840x00994484|s2cid=162407962|issn=0009-840X}}</ref> is a [[professional]] (also known as ''expert'', ''specialist'', see variations of meaning below) who provides advice or services in an area of specialization (generally to medium or large-size corporations).<ref>{{Cite book |last=Verlander |first=Edward George |url=https://www.worldcat.org/oclc/789150405 |title=The Practice of Professional Consulting |date=2012 |publisher=Pfeiffer |isbn=978-1-118-28605-0 |edition=1st |location=San Francisco |oclc=789150405}}</ref><ref name=":0">{{Cite book|last=Block|first=Peter|url=https://www.worldcat.org/oclc/706452070|title=Flawless consulting : a guide to getting your expertise used|date=2011|publisher=Pfeiffer|isbn=978-1-118-00087-8|edition=3rd|location=San Francisco|oclc=706452070}}</ref><ref>{{Cite journal|last=Wulf|first=S. A.|date=2020|title=Successful Project Consulting|url=https://ieeexplore.ieee.org/document/9033995|journal=IEEE Engineering Management Review|volume=48|issue=2|pages=12–14|doi=10.1109/EMR.2020.2978797|s2cid=216510693|issn=1937-4178|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194837/https://ieeexplore.ieee.org/document/9033995|url-status=live}}</ref><ref name=":1">{{Cite news|date=1982-09-01|title=Consulting Is More Than Giving Advice|work=Harvard Business Review|url=https://hbr.org/1982/09/consulting-is-more-than-giving-advice|access-date=2021-04-08|issn=0017-8012|archive-date=2021-04-13|archive-url=https://web.archive.org/web/20210413125641/https://hbr.org/1982/09/consulting-is-more-than-giving-advice|url-status=live}}</ref><ref>{{Cite book|last=Tordoir|first=Pieter P.|url=https://www.worldcat.org/oclc/32855907|title=The professional knowledge economy : the management and integration of professional services in business organizations|date=1995|publisher=Kluwer Academic Publishers|isbn=0-7923-3668-2|location=Dordrecht|oclc=32855907}}</ref><ref name=":2">{{Cite book|date=2001|editor-last=Scheer|editor-first=August-Wilhelm|editor2-last=Köppen|editor2-first=Alexander|title=Consulting|url=https://doi.org/10.1007/978-3-642-56459-8|language=en-gb|doi=10.1007/978-3-642-56459-8|isbn=978-3-642-62656-2}}</ref><ref>{{Citation|last=Freedman|first=Rick|title=The Agile Consultant|date=2016|url=https://doi.org/10.1007/978-1-4302-6053-0_1|work=The Agile Consultant: Guiding Clients to Enterprise Agility|pages=3–17|editor-last=Freedman|editor-first=Rick|place=Berkeley, CA|publisher=Apress|language=en|doi=10.1007/978-1-4302-6053-0_1|isbn=978-1-4302-6053-0|access-date=2021-04-11}}</ref> Consulting services generally fall under the domain of [[professional services]], as [[contingent work]].<ref>{{cite web |title=Contingent Workforce |url=https://www2.deloitte.com/br/en/pages/human-capital/articles/contingent-workforce.html |publisher=Deloitte |access-date=15 September 2022 |archive-date=15 September 2022 |archive-url=https://web.archive.org/web/20220915143115/https://www2.deloitte.com/br/en/pages/human-capital/articles/contingent-workforce.html |url-status=live }}</ref>

The [[Harvard Business School]] defines a consultant as someone who advises on "how to modify, proceed in, or streamline a given [[process]] within a specialized field".<ref>{{Cite web|title=Consulting|url=https://www.library.hbs.edu/find/guides/consulting|access-date=2021-04-16|website=www.library.hbs.edu|language=en-US|archive-date=2021-04-16|archive-url=https://web.archive.org/web/20210416002109/https://www.library.hbs.edu/find/guides/consulting|url-status=live}}</ref>

== Subject-matter expert vs. consultant ==
According to ''Institute of Management Consultants USA,'' "The value of a consultant [as compared to a subject-matter expert (SME)]<ref>{{Cite web|last=Hartenstine|first=Christopher|date=2017-09-08|title=Glenn Subject Matter Expert Connections|url=http://www.nasa.gov/centers/glenn/stem/subject-matter-expert-connections|access-date=2021-04-12|website=NASA|archive-date=2021-09-21|archive-url=https://web.archive.org/web/20210921163616/https://www.nasa.gov/centers/glenn/stem/subject-matter-expert-connections/|url-status=live}}</ref><ref>{{Cite web|date=2014-12-09|title=Subject matter expert|url=https://uwaterloo.ca/ist-project-management-office/methodologies/roles-and-responsibilities/subject-matter-expert|access-date=2021-04-12|website=IST Project Management Office|language=en|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412085829/https://uwaterloo.ca/ist-project-management-office/methodologies/roles-and-responsibilities/subject-matter-expert|url-status=live}}</ref><ref>{{Cite web|title=Subject Matter Expert Qualification Assessments (SME‑QA)|url=https://usds.gov/projects/smeqa|access-date=2021-04-12|website=United States Digital Service|language=en|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412085821/https://www.usds.gov/projects/smeqa|url-status=live}}</ref> is to be able to correctly diagnose and effectively transform an often ill-defined problem and apply information, resources and processes to create a workable and usable solution. Some experts are good consultants and vice versa, some are neither, few are both."<ref>{{Cite web|date=2010-02-12|title=Difference Between and Expert and a Consultant|url=https://www.imcusa.org/blogpost/334056/91678/240-Difference-Between-and-Expert-and-a-Consultant|url-status=live|access-date=2021-04-12|archive-url=https://web.archive.org/web/20161020190715/http://www.imcusa.org:80/blogpost/334056/91678/240-Difference-Between-and-Expert-and-a-Consultant |archive-date=2016-10-20 }}</ref> Another differentiation would be that a consultant sells advice, whereas an expert sells their expertise. Other differentiations exist for consultants vs. coaches<ref>{{Cite web|title=Council Post: Key Differences Between Coaching And Consulting (And How To Decide What Your Business Needs)|url=https://www.forbes.com/sites/forbescoachescouncil/2018/06/14/key-differences-between-coaching-and-consulting-and-how-to-decide-what-your-business-needs/|access-date=2021-04-12|website=Forbes|language=en|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412101241/https://www.forbes.com/sites/forbescoachescouncil/2018/06/14/key-differences-between-coaching-and-consulting-and-how-to-decide-what-your-business-needs/|url-status=live}}</ref> or SMEs vs. team leaders.<ref>{{Cite web|last=Njogu|first=Tabitha|title=Difference Between Subject Matter Expert and Team Leader|date=April 2020 |url=http://www.differencebetween.net/miscellaneous/difference-between-subject-matter-expert-and-team-leader/|access-date=2021-04-12|language=en-US|archive-date=2021-05-18|archive-url=https://web.archive.org/web/20210518025149/http://www.differencebetween.net/miscellaneous/difference-between-subject-matter-expert-and-team-leader/|url-status=live}}</ref>

Consultants do not have to be subject-matter experts as consulting agreements are a form of labor contract - comparable to [[temporary work|staffing]], which a client procures for more generalized labor, whereas consulting is for more specialized labor. Thus, in contrast to [[adviser|advisory services]], which is not a labor contract but an actual service (advisory services never become part of the procuring organization) the market for consulting agreements follows the demand for specialized labor in the form of a consulting procurement, and so while competence and experience is naturally an advantage for when looking to sell consulting services, it is not a prerequisite in the same way that it is for advisory services where the service provider per definition relies on some level of competence and experience for its relevance.<ref>{{cite web |title=Legal Aspects of a Professional Consulting Practice |url=https://chemconsultants.org/resources/documents/CONSULTING_Law_and_Tax_Aspects_101011.pdf |publisher=Chemical Consultants Network |access-date=19 September 2022 |archive-date=20 September 2022 |archive-url=https://web.archive.org/web/20220920170823/https://chemconsultants.org/resources/documents/CONSULTING_Law_and_Tax_Aspects_101011.pdf |url-status=live }}</ref><ref>{{cite journal |last1=Holm |first1=Cyril |last2=Lind |first2=Hans |last3=Vogel |first3=Jonas Anund |title=Incentivising innovation in the construction sector: the role of consulting contracts |journal=Construction Economics and Building |date=December 2019 |volume=19 |issue=2 |pages=181–196 |doi=10.5130/AJCEB.v19i2.6613 |s2cid=209450111 |url=https://search.informit.org/doi/epdf/10.3316/informit.898543477335104 |access-date=19 September 2022|doi-access=free }}</ref><ref>{{cite journal |last1=Lovitky |first1=Jeffrey |title=The Problems of Government Contracting for Consulting Services |journal=Public Contract Law Journal |date=February 1984 |volume=14 |issue=2 |pages=332–351 |jstor=25753996 |url=https://www.jstor.org/stable/25753996 |access-date=19 September 2022 |archive-date=20 September 2022 |archive-url=https://web.archive.org/web/20220920182646/https://www.jstor.org/stable/25753996 |url-status=live }}</ref>

== Contractor vs. consultant ==
Sometimes, the word consultant applies specifically to someone or organization that provides knowledge, advice or service; whereas the contractor builds something for the client.<ref name=":6" /><ref>{{Cite journal|last1=Kakabadse|first1=Nada K.|last2=Louchart|first2=Eddy|last3=Kakabadse|first3=Andrew|date=2006-01-01|editor-last=Andrew|editor2-last=Kakabadse|editor2-first=Nada|title=Consultant's role: a qualitative inquiry from the consultant's perspective|url=https://doi.org/10.1108/02621710610666268|journal=Journal of Management Development|volume=25|issue=5|pages=416–500|doi=10.1108/02621710610666268|issn=0262-1711|hdl=1826/1911|hdl-access=free}}</ref>

== Role  ==
The role of a consultant outside the medical sphere (where the term is used specifically for a grade of doctor) can fall under one of two general categories:
* '''Internal consultant''':<ref name=":5">{{Cite book|url=https://www.worldcat.org/oclc/317598854|title=ASTD handbook for workplace learning professionals|date=2008|publisher=ASTD Press|others=Elaine Biech, American Society for Training and Development|isbn=978-1-60728-596-0|location=[Alexandria, Va.]|oclc=317598854}}</ref> someone who is either employed by or contracted by a client organization, and operates within a client-organization,<ref>{{Cite book|last=Seidel|first=Gerhard|url=https://www.springer.com/gp/book/9783322869722|title=Inhouse Consulting: Wie Sie Unternehmensführung, Marketing und Finanzen in den Griff bekommen|date=2001|publisher=Gabler Verlag|isbn=978-3-322-86972-2|language=de|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194837/https://www.springer.com/gp/book/9783322869722|url-status=live}}</ref> sometimes within an ''internal consultancy unit''.<ref>{{Cite book|last1=Sturdy|first1=Andrew|url=https://www.cambridge.org/core/books/management-as-consultancy/AEB75B3D5841B1C1672738760EAD6288|title=Management as Consultancy: Neo-bureaucracy and the Consultant Manager|last2=Wright|first2=Christopher|last3=Wylie|first3=Nick|date=2015|publisher=Cambridge University Press|isbn=978-1-107-02096-2|location=Cambridge|doi=10.1017/cbo9781139108065|access-date=2021-04-12|archive-date=2021-04-15|archive-url=https://web.archive.org/web/20210415124550/https://www.cambridge.org/core/books/management-as-consultancy/AEB75B3D5841B1C1672738760EAD6288|url-status=live}}</ref>; or
* '''External consultant''':<ref name=":5" /> someone who is employed externally to the client, either by a [[consulting firm]], some other agency or as an [[Self-employment|independent freelancer]], whose expertise is provided under contract for a fee or rate.<ref>{{Cite book|url=https://www.worldcat.org/oclc/1192484076|title=PMBOK guide + Agile practice guide : Agile practice guide bundle.|date=2017|others=Project Management Institute|isbn=978-1-62825-382-5|edition=6th|location=Newton Square, PA, USA|oclc=1192484076}}</ref>

=== Business case for hiring a consultant ===
By procuring consulting services, clients may acquire access to higher grades of expertise than would be financially feasible for them to retain in-house on a long-term basis.<ref>{{Cite book|last1=Orr|first1=Linda M.|last2=Orr|first2=Dave J.|date=2013|title=When to Hire—or Not Hire—a Consultant|url=https://doi.org/10.1007/978-1-4302-4735-7|language=en-gb|doi=10.1007/978-1-4302-4735-7|isbn=978-1-4302-4734-0}}</ref><ref>{{Cite news|date=1977-07-01|title=Rate Yourself as a Client|work=Harvard Business Review|url=https://hbr.org/1977/07/rate-yourself-as-a-client|access-date=2021-04-13|issn=0017-8012|archive-date=2021-04-13|archive-url=https://web.archive.org/web/20210413132515/https://hbr.org/1977/07/rate-yourself-as-a-client|url-status=live}}</ref> Moreover, clients can control their expenditures on consulting services by only purchasing as much services from the outside consultant as desired. Additionally, consultants are key persons with specific domain-skills in creating strategies,<ref name=":2" /> [[Change management|leading change]]<ref>{{Cite book|url=https://www.worldcat.org/oclc/606783865|title=HBR's 10 must reads on change management.|date=2011|isbn=978-1-4221-5800-5|location=Boston, Massachusetts|oclc=606783865|last1=Kotter|first1=John P.}}</ref><ref>{{Cite book|last=Lack|first=Jonathan H.|title=Plan to Turn Your Company Around in 90 Days |chapter=How to Hire and Manage Your Turnaround Consultant |date=2013|chapter-url=https://link.springer.com/chapter/10.1007/978-1-4302-4669-5_11|language=en|pages=163–173|doi=10.1007/978-1-4302-4669-5_11|isbn=978-1-4302-4668-8|access-date=2021-04-11|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194612/https://link.springer.com/chapter/10.1007/978-1-4302-4669-5_11|url-status=live}}</ref><ref name=":3">{{Citation|last=Bergemann|first=Rosalind|title=The Move from Employment to Associate Consulting within the Employment Relationship|date=2010|url=https://doi.org/10.1057/9780230277526_3|work=Talent Management of Knowledge Workers: Embracing the Non-Traditional Workforce|pages=33–53|editor-last=Vaiman|editor-first=Vlad|place=London|publisher=Palgrave Macmillan UK|language=en|doi=10.1057/9780230277526_3|isbn=978-0-230-27752-6|access-date=2021-04-11}}</ref> (e.g. [[Digital transformation|digitalization]]<ref>{{Cite web|last=Desai|first=Falguni|title=The Rise Of Digital Consultancies|url=https://www.forbes.com/sites/falgunidesai/2016/03/23/the-rise-of-digital-consultancies/|access-date=2021-04-08|website=Forbes|language=en|archive-date=2021-01-21|archive-url=https://web.archive.org/web/20210121200553/https://www.forbes.com/sites/falgunidesai/2016/03/23/the-rise-of-digital-consultancies/|url-status=live}}</ref><ref>{{Cite web|date=2020-02-19|title=Mastering Digital Transformation: A Case Study (Part 1)|url=https://www.thoughtworks.com/insights/blog/mastering-digital-transformation-case-study-part-1|access-date=2021-04-11|website=ThoughtWorks|language=en|archive-date=2021-04-11|archive-url=https://web.archive.org/web/20210411230555/https://www.thoughtworks.com/insights/blog/mastering-digital-transformation-case-study-part-1|url-status=live}}</ref><ref>{{Cite web|date=2013-10-04|title=Technology means growth: Lessons from SMEs|url=https://blogs.microsoft.com/blog/2013/10/04/technology-means-growth-lessons-from-smes/|access-date=2021-04-12|website=The Official Microsoft Blog|language=en-US|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412102003/https://blogs.microsoft.com/blog/2013/10/04/technology-means-growth-lessons-from-smes/|url-status=live}}</ref>), leadership coaching,<ref>{{Cite web|title=How to Have a Coaching Conversation {{!}} Center for Creative Leadership|url=https://www.ccl.org/articles/leading-effectively-articles/how-to-have-a-coaching-conversation/|access-date=2021-04-08|website=CCL|language=en-US|archive-date=2021-05-08|archive-url=https://web.archive.org/web/20210508222959/https://www.ccl.org/articles/leading-effectively-articles/how-to-have-a-coaching-conversation/|url-status=live}}</ref> [[interim management]]<ref>{{Cite book|last=Concordia|first=Elizabeth E.|title=Healthcare Information Management Systems |chapter=Maximizing the Benefits of Using Consultants |date=1995|chapter-url=https://link.springer.com/chapter/10.1007/978-1-4757-2402-8_27|series=Computers in Health Care|language=en|pages=327–331|doi=10.1007/978-1-4757-2402-8_27|isbn=978-1-4757-2404-2|access-date=2021-04-11|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194837/https://link.springer.com/chapter/10.1007/978-1-4757-2402-8_27|url-status=live}}</ref> (also called ''consultant manager''<ref>{{Cite journal|last1=Pozzebon|first1=Marlei|last2=Pinsonneault|first2=Alain|date=2012-03-01|title=The dynamics of client–consultant relationships: exploring the interplay of power and knowledge|url=https://doi.org/10.1057/jit.2011.32|journal=Journal of Information Technology|language=en|volume=27|issue=1|pages=35–56|doi=10.1057/jit.2011.32|s2cid=38178821|issn=1466-4437}}</ref>), etc.<ref name=":1" />

Another business-case is that a consultant may save the company money: for example, a specialist tax-consultant who saves the company 20% on its taxes, and only charges 10% in fees, enables the company to net a 10% savings. <ref name=":6">{{Cite book|last=Chaplin|first=Dave|url=https://www.worldcat.org/oclc/843787367|title=Contractors' handbook : the expert guide for UK contractors and freelancers|date=2012|publisher=ContractorCalculator|others=ContractorCalculator.co.uk|isbn=978-0-9560745-2-2|edition=2nd|location=Basingstoke|oclc=843787367}}</ref> A portion of professional services in demand for clients are simply not necessary to retain in house, as they may be sporadic in nature, at which a consultant offers a reduction in payroll for the client.

In the [[Government of the United Kingdom|UK government]] sector, since 2010 the [[Cabinet Office]] has required government departments to implement spending controls which restrict the appointment of consultants and temporary staff in order to regulate consultancy expenditure and ensure that the use of consultants offers [[value for money]].<ref name=nao>National Audit Office, [https://www.nao.org.uk/wp-content/uploads/2016/01/Use-of-consultants-and-temporary-labour.pdf Use of consultants and temporary staff] {{Webarchive|url=https://web.archive.org/web/20210523224127/https://www.nao.org.uk/wp-content/uploads/2016/01/Use-of-consultants-and-temporary-labour.pdf |date=2021-05-23 }}, HC 603, published 13 January 2013, accessed 29 June 2021</ref> A [[National Audit Office (United Kingdom)|National Audit Office]] report published in 2015 recommended that all UK government departments adopt a "strategic plan" to assess their current skills and expected "skill gaps", so that their future need for consultants and temporary staff could be better predicted.<ref name=nao/>

=== Delivery of service ===
Consultants provide their services to their clients in a variety of forms. Reports and presentations are often used.<ref>{{Cite web|date=2019-06-15|title=What Does a Consultant Do (Non-Cliche Answer)|url=https://mconsultingprep.com/what-the-heck-does-a-consultant-do/|access-date=2021-04-11|website=MConsultingPrep|language=en-US|archive-date=2021-04-11|archive-url=https://web.archive.org/web/20210411230555/https://mconsultingprep.com/what-the-heck-does-a-consultant-do/|url-status=live}}</ref> Advice can be general (high degree of quality of communication) and also domain-focused.<ref>{{Cite journal|last1=Ackery|first1=Alun D.|last2=Adams|first2=Jeremy W.|last3=Brooks|first3=Steven C.|last4=Detsky|first4=Allan S.|date=May 2011|title=How to give a consultation and how to get a consultation|journal=Canadian Journal of Emergency Medicine|language=en|volume=13|issue=3|pages=169–171|doi=10.2310/8000.2011.110268|pmid=21524374|issn=1481-8035|doi-access=free}}</ref> However, in some specialized fields, the consultant may develop as well as implement customized software or other products for the client.<ref>{{Cite book|last=Kalaimani|first=Jayaraman|title=SAP Project Management Pitfalls |chapter=Enhancing Your Consulting Skills |date=2016|chapter-url=https://link.springer.com/chapter/10.1007/978-1-4842-1389-6_24|language=en|pages=309–317|doi=10.1007/978-1-4842-1389-6_24|isbn=978-1-4842-1390-2|access-date=2021-04-11|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194529/https://link.springer.com/chapter/10.1007/978-1-4842-1389-6_24|url-status=live}}</ref> Depending on the nature (also named [[Mandate (politics)|mandate]] or [[statement of work]] or assignment) of the consulting services and the wishes of the client, the advice from the consultant may be made public, by placing the report or presentation online, or the advice may be kept confidential (under a [[Non-disclosure agreement]] or within the clients-company), and only given to the senior executives of the organization.

== Employment status and career distinction ==
Consultants work for (consulting) firms or as freelance contractors. A consultant differs from a temporary worker insofar as she or he has, as detailed above, a highly specialized career and domain knowledge.<ref>{{Cite journal|date=2007-01-01|title=Job characteristics, motivators and stress among information technology consultants: A structural equation modeling approach|url=https://www.sciencedirect.com/science/article/abs/pii/S0169814106001995|journal=International Journal of Industrial Ergonomics|language=en|volume=37|issue=1|pages=51–59|doi=10.1016/j.ergon.2006.10.005|issn=0169-8141|last1=Wallgren|first1=Lars Göran|last2=Hanse|first2=Jan Johansson|access-date=2021-04-12|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412134351/https://www.sciencedirect.com/science/article/abs/pii/S0169814106001995|url-status=live}}</ref> This could be true for a temporary worker too, however, for example a medical consultant is unlikely to suddenly become a hotel receptionist, whereas a temporary worker might change domains and branches more frequently. Furthermore, a consultant usually signs a [[Employment#Employment contract|service-type employee contract]] (known as [[Fixed-term employment contract|fixed-term]], [[Full-time job|full-time]], part-time),<ref>{{Cite book|last=Pries|first=Kim H.|url=https://www.worldcat.org/oclc/1120057017|title=Project management of complex and embedded systems : ensuring product integrity and program quality|date=2019|others=Jon M. Quigley|isbn=978-0-367-38662-7|location=Boca Raton|oclc=1120057017}}</ref> whereas a temporary worker will only be offered a temporary (and scope limited) contract or a work-results type contract (e. g. in Germany a specific type of contract called ''Werksvertrag''<ref>{{Citation|last1=Gross|first1=Willi|title=Werkvertrag|date=1990|url=https://doi.org/10.1007/978-3-322-99402-8_13|work=Bürgerliches Recht 3: Fall · Systematik · Lösung · Schuldrecht · Besonderer Teil. Kauf und Tausch · Schenkung · Miete und Pacht · Leihe · Verwahrung · Darlehen · Bürgschaft · Dienst- und Werkvertrag|pages=127–135|editor-last=Gross|editor-first=Willi|place=Wiesbaden|publisher=Gabler Verlag|language=de|doi=10.1007/978-3-322-99402-8_13|isbn=978-3-322-99402-8|access-date=2021-04-11|editor2-last=Söhnlein|editor2-first=Walter}}</ref>) to fulfill or create a specific work. Additionally, a temporary worker might be directed and managed by a client, whereas a consultant is employed by a company (or self) and provides services for a client. The consultant may not be provided work-related instruments or tools, but only the necessary infrastructure and accesses the consultant needs to fulfill the statement of work, e. g. access to internal IT networks or client-side laboratory. Moreover, a consultant might engage in multi-project services ([[Matrix management|matrix organization]]) for the client or for internal projects/activities at the employer firm.<ref>{{Cite web|title=Revisiting the matrix organization|url=https://www.mckinsey.com/business-functions/organization/our-insights/revisiting-the-matrix-organization|access-date=2021-04-11|website=McKinsey & Company|language=en|archive-date=2021-04-11|archive-url=https://web.archive.org/web/20210411230553/https://www.mckinsey.com/business-functions/organization/our-insights/revisiting-the-matrix-organization|url-status=live}}</ref><ref>{{Cite journal|last1=Turner|first1=Susan G.|last2=Utley|first2=Dawn R.|last3=Westbrook|first3=Jerry D.|date=1998-09-01|title=Project Managers and Functional Managers: A Case Study of Job Satisfaction in a Matrix Organization|url=https://doi.org/10.1177/875697289802900304|journal=Project Management Journal|language=en|volume=29|issue=3|pages=11–19|doi=10.1177/875697289802900304|s2cid=115355436|issn=8756-9728}}</ref><ref>{{Cite journal|last=Wellman|first=Jerry|date=2007-06-01|title=Leadership Behaviors in Matrix Environments|url=https://doi.org/10.1177/875697280703800207|journal=Project Management Journal|language=en|volume=38|issue=2|pages=62–74|doi=10.1177/875697280703800207|s2cid=116250491|issn=8756-9728}}</ref><ref>{{Cite journal|last=Pitagorsky|first=George|date=1998-12-01|title=The Project Manager/Functional Manager Partnership|url=https://doi.org/10.1177/875697289802900402|journal=Project Management Journal|language=en|volume=29|issue=4|pages=7–16|doi=10.1177/875697289802900402|s2cid=116526026|issn=8756-9728}}</ref>

In his book, ''The Consulting Bible'', [[Alan Weiss (entrepreneur)|Alan Weiss]] defines that "When we [consultants] walk away from a client, the client's conditions should be better than it was before we arrived or we've failed."<ref>{{Cite book|last=Weiss|first=Alan|url=https://www.worldcat.org/oclc/715159619|title=The consulting Bible : everything you need to know to create and expand a seven-figure consulting practice|date=2011|publisher=Wiley|isbn=978-1-118-02359-4|location=Hoboken, NJ|oclc=715159619}}</ref> There is no legal protection given to the job title 'consultant'.<ref name="cuk">Consultancy.uk, [https://www.consultancy.uk/career/what-is-a-consultant What is a consultant?] {{Webarchive|url=https://web.archive.org/web/20210709181425/https://www.consultancy.uk/career/what-is-a-consultant |date=2021-07-09 }}, accessed 29 June 2021</ref>

The consultant's career path is usually not at the client's side,<ref>{{Cite web|date=2020-08-26|title=Career Path at Top Consulting Firms|url=https://mconsultingprep.com/career-path-in-management-consulting-firms/|access-date=2021-04-11|website=MConsultingPrep|language=en-US|archive-date=2021-04-11|archive-url=https://web.archive.org/web/20210411230555/https://mconsultingprep.com/career-path-in-management-consulting-firms/|url-status=live}}</ref> however the consultant will very likely be introduced into the client's [[Organizational structure|organizational program or project structure]].

Novel collaborations of expert-contractors or [[Independent contractor|''independent consultants'']] especially in [[Information and communications technology|ICT]] sector exist, e.g. [[ThoughtWorks]].

=== Consulting scope ===
A consultant's activity can last anywhere from an hourly consultation, to a one-day service, three months, 12 months or more. For complex projects, a longer period is needed for the consultant to analyze, resolve the root cause, get to know the stakeholders and organizational-situation, etc. Usually the engagement has set legal boundaries under given law to avoid (specifically for freelance-contractors) the problem of [[false self-employment]] (see also [[Umbrella company]]). The person at client location is sometimes called a ''Resident''. By spending time at the client's organization, the consultant is able to observe work processes, interview workers, managers, executives, board members, or other individuals, and study how the organization operates to provide hers or his services.

In some settings, a consultant is signing a specific contract and is hired as an [[Interim management|interim manager or executive]] with advanced authority or shared responsibility or decision making of client-side activities, filling a vacant position which could and cannot be filled with an internal candidate. This is often the case by the client-organization due to other constraints, such as [[Corporate compliance law|corporate compliance]] and HR-processes, which lead to prolonged hiring paths beyond six months, which is often inacceptable for leadership roles.<ref>{{Cite book|url=https://www.springer.com/gp/book/9783658180508|title=Chefsache Interim Management: Praxisbeispiele für den erfolgreichen Einsatz in Unternehmen|date=2019|publisher=Gabler Verlag|doi=10.1007/978-3-658-18051-5|isbn=978-3-658-18050-8|s2cid=239378708|editor-last=Buchenau|editor-first=Peter|language=de|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194348/https://www.springer.com/gp/book/9783658180508|url-status=live}}</ref><ref>{{Cite news|date=2006-05-01|title=Second in Command - The Misunderstood Role of the Chief Operating Officer|work=Harvard Business Review|url=https://hbr.org/2006/05/second-in-command-the-misunderstood-role-of-the-chief-operating-officer|access-date=2021-04-08|issn=0017-8012|archive-date=2021-04-22|archive-url=https://web.archive.org/web/20210422024736/https://hbr.org/2006/05/second-in-command-the-misunderstood-role-of-the-chief-operating-officer|url-status=live}}</ref>

=== Work location ===
Research and analysis can occur at the consultants' offices (sometimes called [[back office]]) or [[home-office]]s or via [[remote work]]. In the case of smaller consulting firms, consultants typically work at the site of the client for at least some of the time. The governing factor on where a consultant works tends to be the amount of interaction required with other employees of the client. If a [[management consultant]] is providing advice to a software firm that is struggling with employee morale, [[absenteeism]] and issues with [[resignation]] by managers and senior engineers, the consultant will probably spend a good deal of time at the client's office, interviewing staff, engineers, managers and executives, and observing work processes. On the other hand, a legal consultant asked to provide advice on a specific [[property law]] issue might only have a few meetings at the client's office, and conduct the majority of his work at the consultant's office and in legal libraries.

Similarly, the growth of online, highly skilled consultant [[freelance marketplace]]s has begun to grow.<ref>{{Cite web|title=Bosses have given in to demands for more a more flexible workplace|url=http://www.afr.com/leadership/careers/bosses-have-given-in-to-demands-for-more-a-more-flexible-workplace-20151207-glhvqe|access-date=2016-03-15|website=Financial Review|date=22 December 2015|language=en-US|archive-date=2016-03-15|archive-url=https://web.archive.org/web/20160315095536/http://www.afr.com/leadership/careers/bosses-have-given-in-to-demands-for-more-a-more-flexible-workplace-20151207-glhvqe|url-status=live}}</ref>

Additionally, the [[COVID-19 pandemic]] has resulted in an increase in [[remote work]] and demand for online-work skills to continue business or operations.<ref>{{Cite book |last1=Oliveira |first1=Luciana |last2=Mesquita |first2=Anabela |last3=Oliveira |first3=Adriana |last4=Sequeira |first4=Arminda|title=Advances in Tourism, Technology and Systems |chapter=Emergency Remote Work in Portugal: Evaluation, Effects, and Recommendations |date=2021|editor-last=Abreu |editor-first=António|editor2-last=Liberato|editor2-first=Dália |editor3-last=González|editor3-first=Elisa Alén|editor4-last=Garcia Ojeda |editor4-first=Juan Carlos |chapter-url= |series=Smart Innovation, Systems and Technologies|volume=209|language=en|location=Singapore|publisher=Springer|pages=304–313|doi=10.1007/978-981-33-4260-6_27|isbn=978-981-334-260-6|pmc=7980880}}</ref><ref>{{Cite journal|last1=Landes|first1=Miriam|last2=Steiner|first2=Eberhard|last3=Utz|first3=Tatjana|last4=Wittmann|first4=Ralf|date=2021|title=Erfolgreich und gesund im Homeoffice arbeiten|url=https://link.springer.com/book/10.1007/978-3-658-32633-3|journal=Essentials|language=en-gb|doi=10.1007/978-3-658-32633-3|isbn=978-3-658-32632-6|s2cid=230570718|issn=2197-6708|access-date=2021-04-11|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194839/https://link.springer.com/book/10.1007/978-3-658-32633-3|url-status=live}}</ref>

=== In-house consulting ===
Also known as ''ICUs - Internal Consulting Units'', which are departments or specialists groups created by or maintained by usually larger companies for their own consulting service needs along the business chain. ''ICUs'' might be internal or own-run businesses.<ref>{{Cite news|date=2015-09-11|title=Why and How to Build an In-House Consulting Team|work=Harvard Business Review|url=https://hbr.org/2015/09/why-and-how-to-build-an-in-house-consulting-team|access-date=2021-04-21|issn=0017-8012|archive-date=2021-04-21|archive-url=https://web.archive.org/web/20210421095306/https://hbr.org/2015/09/why-and-how-to-build-an-in-house-consulting-team|url-status=live}}</ref><ref>{{Cite web|title=Volkswagen Consulting|url=https://www.volkswagen-consulting.de/|access-date=2021-04-21|website=www.volkswagen-consulting.de|archive-date=2021-04-21|archive-url=https://web.archive.org/web/20210421095308/https://www.volkswagen-consulting.de/|url-status=live}}</ref>

=== Success factors of consulting ===
The following qualities are found to be helpful for a successful consulting career.

==== Accenture success factors ====
From Accenture blog, one of the main IT consultancies in the world, the following factors play an important role:<ref>{{Cite web|title=Successful consulting career ǀ Accenture|url=https://www.accenture.com/us-en/blogs/blogs-careers/4-ways-i-built-a-successful-consulting-career-at-accenture|access-date=2021-04-16|website=WordPressBlog|language=en|archive-date=2021-05-09|archive-url=https://web.archive.org/web/20210509082507/https://www.accenture.com/us-en/blogs/blogs-careers/4-ways-i-built-a-successful-consulting-career-at-accenture|url-status=live}}</ref>

* A service-oriented mindset
* Sharing of great work
* Seizing of opportunities
* Setting of goals, seeking of advice and taking time to reflect

==== ''Bronnenmayer's'' success factors ====
Bronnenmayer et al. investigated, by applying a [[Structural equation modeling|structural equation model]], and due to little empirical research, the management consulting's success factors from a client perspective. It is found that Consultant Expertise, Intensity of Collaboration and Common Vision have strongest performance impact on success.<ref>{{Cite journal|last1=Bronnenmayer|first1=Matias|last2=Wirtz|first2=Bernd W.|last3=Göttel|first3=Vincent|date=2016-01-01|title=Success factors of management consulting|url=https://doi.org/10.1007/s11846-014-0137-5|journal=Review of Managerial Science|language=en|volume=10|issue=1|pages=1–34|doi=10.1007/s11846-014-0137-5|s2cid=155053546|issn=1863-6691}}</ref>
# Common vision
# Intensity of collaboration
# Trust
# Project management
# Consultant expertise
# Provided resources
# Top management support

==== Sindermann and Sawyer success factors ====
Sindermann and Sawyer conclude in their book ''The Scientist as Consultant'', that a [scientific] consultant is successful, if she or he has "achieved a viable mix of technical proficiency and business skills" with "technical proficiency" meaning excellence in competence, credibility, effective networking with colleagues, and ability to negotiate.<ref>{{Citation|title=Conclusion|date=1997|url=https://doi.org/10.1007/978-1-4899-5992-8_21|work=The Scientist as Consultant: Building New Career Opportunities|pages=293–298|editor-last=Sindermann|editor-first=Carl J.|place=Boston, MA|publisher=Springer US|language=en|doi=10.1007/978-1-4899-5992-8_21|isbn=978-1-4899-5992-8|access-date=2021-04-11|editor2-last=Sawyer|editor2-first=Thomas K.|archive-date=2022-04-01|archive-url=https://web.archive.org/web/20220401030100/https://doi.org/10.1007/978-1-4899-5992-8_21|url-status=live }}</ref>

==== Hartel's 10 Golden Rules ====
According to management consultant Dirk Hartel, the following ten objectives or rules are key to a successful consulting career:<ref>{{Cite book|last=Hartel|first=Dirk H.|url=https://books.google.com/books?id=hFHpBQAAQBAJ&q=consulting+knigge&pg=PA165|title=Consultant-Knigge|date=2014-08-07|publisher=Walter de Gruyter GmbH & Co KG|isbn=978-3-486-76728-5|language=de}}</ref>

# '''Customer first''' - Especially the meaning of being available (time) for customer needs
# '''Appearance''' - Understanding of self-image and dress for the job
# '''Determined friendliness''' - Having concrete mindset and goals, but being diplomatic too
# '''Punctuality''' - Leading time management, starting and finishing on time, being prepared
# '''Engagement and productivity''' - Supporting, being pro-active, etc.
# '''Critical questioning''' - Nobody is born a consultant; asking the right questions is a key skill
# '''Feedback''' - Request regular feedback, asking for critique rather than waiting for it
# '''Acceptance of hierarchies''' - Professional navigation in client organization, knowing authority-levels, being respectful and being confidential with customer information
# '''Stakeholder behavior''' - Study and understanding of client behavior and culture; inspiring stakeholders with presentations, etc.
# '''Being courageous''' '''-''' Consulting-life is challenging, never lose trust in yourself, but also reflect and lead a positive and good life

=== Consulting challenges ===

==== Distinctness ====
Consultants are often outsiders to the client organization. On one hand, this means their work methods, expertise, behaviors, etc. differ from the client-employees and organizational, and is exactly what the client needs, however it can also be a considerable disadvantage for a successful engagement and may lead to a less intimate cooperation with the client's business.<ref>{{Cite journal|last1=Armbruester|first1=Thomas|last2=Kipping|first2=Matthias|date=2001-08-01|title=Strategic change in top management consulting: market evolution and current challenges in a knowledge-based perspective.|url=https://journals.aom.org/doi/10.5465/apbpp.2001.6133463|journal=Academy of Management Proceedings|volume=2001|issue=1|pages=A1–A6|doi=10.5465/apbpp.2001.6133463|issn=0065-0668|access-date=2021-04-12|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412085818/https://journals.aom.org/doi/10.5465/apbpp.2001.6133463|url-status=live}}</ref><ref>{{Citation|title=Established models of the client-consultant interaction|date=2007|url=https://doi.org/10.1007/978-3-658-24376-0_3|work=The Client-Consultant Relationship in Professional Business Service Firms|pages=94–148|editor-last=Nikolova|editor-first=Natalia|series=Edition KWV|place=Wiesbaden|publisher=Springer Fachmedien|language=en|doi=10.1007/978-3-658-24376-0_3|isbn=978-3-658-24376-0|access-date=2021-04-12 }}</ref>

==== Domain ====
Next to general challenges, domain-specific challenges for consultants exist.<ref>{{Cite journal|last=Caplan|first=R.|date=1996-06-08|title=Stress in hospital consultants|url=https://pubmed.ncbi.nlm.nih.gov/8667901/|journal=Lancet|volume=347|issue=9015|pages=1630|doi=10.1016/s0140-6736(96)91118-6|issn=0140-6736|pmid=8667901|s2cid=35785296|access-date=2021-04-12|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412134352/https://pubmed.ncbi.nlm.nih.gov/8667901/|url-status=live}}</ref> In [[Palliative care|palliative medicine]] consulting, emotions, beliefs, sensitive topics, difficulty communicating and prognosis interpretation, or patients expectations despite critical illness are some of the challenges faced by the consultant.<ref>{{Citation|last1=Partain|first1=Daniel K.|title=Common Challenges in a Palliative Medicine Consultation|date=2018|url=https://www.cambridge.org/core/books/case-studies-in-neuropalliative-care/common-challenges-in-a-palliative-medicine-consultation/D57AE3B9C30C5F48B3BE084758490534|work=Case Studies in Neuropalliative Care|pages=8–12|editor-last=Robinson|editor-first=Maisha T.|series=Case Studies in Neurology|place=Cambridge|publisher=Cambridge University Press|doi=10.1017/9781108277365.002|isbn=978-1-108-40491-4|access-date=2021-04-12|last2=Strand|first2=Jacob J.|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412124426/https://www.cambridge.org/core/books/case-studies-in-neuropalliative-care/common-challenges-in-a-palliative-medicine-consultation/D57AE3B9C30C5F48B3BE084758490534|url-status=live}}</ref>

==== Ethical conflict (manipulation) ====
According to Kelman,<ref>{{Cite journal|last=Kelman|first=Herbert C.|date=1965|title=Manipulation of Human Behavior: An Ethical Dilemma for the Social Scientist*|url=https://spssi.onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-4560.1965.tb00494.x|journal=Journal of Social Issues|language=en|volume=21|issue=2|pages=31–46|doi=10.1111/j.1540-4560.1965.tb00494.x|issn=1540-4560|access-date=2021-05-10|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194351/https://spssi.onlinelibrary.wiley.com/doi/abs/10.1111/j.1540-4560.1965.tb00494.x|url-status=live}}</ref> "One danger is that [the counselor] does not recognize the control that he is exercising over the client's behavior. The other is that he is so convinced that he is doing good for the client that he does not realize the double-edged nature of the control he is exercising."<ref name=":7">{{Cite book|last1=Lippitt|first1=Gordon|url=http://link.springer.com/10.1007/978-3-658-07850-8|title=Beratung als Prozess|last2=Lippitt|first2=Ronald|date=2015|publisher=Springer Fachmedien Wiesbaden|isbn=978-3-658-07849-2|location=Wiesbaden|language=de|doi=10.1007/978-3-658-07850-8}}</ref> A consultant therefore needs to be aware and in control of her or his manipulative influences in particular counseling settings.

==== Expectations (customer) ====
Hartel mentions several challenges that are based on the types of consultants, including a consultant in a short-term role, as integrator, as driver, as project manager or methodology guru, know-how expert, or as scapegoat.<ref name=":8">{{Cite book|last=Hartel|first=Dirk H.|url=https://www.worldcat.org/oclc/903966344 |publisher=Oldenbourg Verlag |title=Consultant-Knigge|date=2013|others=Thomas Ammon|isbn=978-3-486-76728-5|location=Munich, Germany|oclc=903966344}}</ref>

In case of ''consultant as integrator'', the consultant has the challenging task to resolve, negotiate, facilitate, mediate political situations in companies to move forward, such as different opinions, critical characters (persons), difficult relationships or interfaces, goal conflicts, power games, etc.

In case of ''consultant as scapegoat'', the consultant, who is external to the company, is the one to announce difficult company decisions such as layoffs or reorganizations, but it is important that the consultant acts professional and competent, not just as "[[Rambo (franchise)|Rambo]] in suit".<ref name=":8" />

==== Organizational ====
Consultants may face several organizational challenges, e. g. internal consultants are faced with the paradoxes to maintain a good balance between knowing the internal company structure and at the same time staying neutral and objective, keeping a marginal position between the client and the provided service.<ref name=":5" /> Further, depending on the hiring company's understanding how to work with a consultant, the consultant might be seen as disruption to the inhouse employees status.<ref>{{Cite web|date=December 3, 2002|first=Matthew|last=Osborn|title=Five tips on managing consultants|url=https://www.techrepublic.com/article/five-tips-on-managing-consultants/|access-date=2021-04-21|website=TechRepublic|language=en|archive-date=2021-04-21|archive-url=https://web.archive.org/web/20210421095308/https://www.techrepublic.com/article/five-tips-on-managing-consultants/|url-status=dead }}</ref>

====Rates of pay====
Harrington notes that some people transferring from an employee role to working as a consultant are uncertain about how to price their services.<ref>{{cite web |url-status=dead |last1=Harrington |first1=S. |url=https://www.cips.org/supply-management/analysis/2019/april/should-i-become-a-procurement-consultant/ |title=Should I become a consultant? |archive-url=https://web.archive.org/web/20230602234646/https://www.cips.org/supply-management/analysis/2019/april/should-i-become-a-procurement-consultant/ |archive-date=2023-06-02 |at="6. What are you worth?" |work=Supply Management |date=5 April 2019 |access-date=3 June 2023 |publisher=CIPS }}</ref>

==== Other general challenges ====
General issues faced by a consultant can be stress,<ref>{{Cite journal|last1=Ramirez|first1=A. J.|last2=Graham|first2=J.|last3=Richards|first3=M. A.|last4=Cull|first4=A.|last5=Gregory|first5=W. M.|date=1996|title=Mental Health of Hospital Consultants: the Effect of Stress and Satisfaction at Work|url=https://www.cambridge.org/core/journals/european-psychiatry/article/mental-health-of-hospital-consultants-the-effect-of-stress-and-satisfaction-at-work/D22AA2DAB4784E7D02CE3B1676483DE3|journal=European Psychiatry|language=en|volume=11|issue=S4|pages=395s|doi=10.1016/0924-9338(96)89287-X|s2cid=70661681|issn=0924-9338|access-date=2021-04-12|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412125927/https://www.cambridge.org/core/journals/european-psychiatry/article/mental-health-of-hospital-consultants-the-effect-of-stress-and-satisfaction-at-work/D22AA2DAB4784E7D02CE3B1676483DE3|url-status=live}}</ref> productivity issues with meetings,<ref>{{Cite web|last=Norton|first=Ken|title=Meetings That Don't Suck {{!}} Ken Norton|url=https://www.bringthedonuts.com/essays/meetings-that-dont-suck.html|access-date=2021-04-12|website=www.bringthedonuts.com|date=25 November 2015 |language=en|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412134353/https://www.bringthedonuts.com/essays/meetings-that-dont-suck.html|url-status=live}}</ref> general "technostresses",<ref>{{Cite book|last1=Ferziani|first1=A.|last2=Rajagukguk|first2=R. O.|last3=Analya|first3=P.|title=2018 International Conference on Orange Technologies (ICOT) |chapter=Types of Technostress on Employees of IT Consulting Company |date=October 2018|chapter-url=https://ieeexplore.ieee.org/document/8705838|pages=1–5|doi=10.1109/ICOT.2018.8705838|isbn=978-1-5386-7319-5|s2cid=146118552|access-date=2021-04-12|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412134351/https://ieeexplore.ieee.org/document/8705838|url-status=live}}</ref> high-paced and changing business environments and situations,<ref>{{Cite book|last1=Jerónimo|first1=C.|last2=Pereira|first2=L.|last3=Sousa|first3=H.|title=2019 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC) |chapter=Management Consulting Business Models: Operations through and for Digital Transformation |date=June 2019|chapter-url=https://ieeexplore.ieee.org/document/8792592|pages=1–6|doi=10.1109/ICE.2019.8792592|hdl-access=free|hdl=10071/18644|isbn=978-1-7281-3401-7|s2cid=199541145|access-date=2021-04-12|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412134351/https://ieeexplore.ieee.org/document/8792592|url-status=live}}</ref> etc.

==== Stakeholder management ====
In case of corporate and industrial consultants, the role is further challenged to act and become the "translator of information" from various different client-company cultures and procedures (processes) and between her or his employer-side team, managers and leadership team. What is an important goal to the current client is usually not similar for any other client due to multiple variations in company size, history, product, program, organizational structure, leadership, etc. Hence the consultant must be excellent in sensing and communicating between different layers in the organization and further across it, while maintaining authenticity, integrity and trustworthiness with all parties involved.<ref>{{Citation|last=Hartley|first=Stephen|title=Stakeholder management|date=2020-07-25|url=https://www.taylorfrancis.com/books/9781000250749/chapters/10.4324/9781003116882-3|work=Project Management|pages=107–134|editor-last=Hartley|editor-first=Stephen|edition=4|publisher=Routledge|language=en|doi=10.4324/9781003116882-3|isbn=978-1-003-11688-2|s2cid=234666858|access-date=2021-05-21}}</ref><ref>{{Cite book|title=Failed Stakeholder Management {{!}} Taylor & Francis Group|chapter=Failed Stakeholder Management|url=https://www.taylorfrancis.com/chapters/mono/10.4324/9781003023791-2/failed-stakeholder-management-pascal-bohulu-mabelo|access-date=2021-05-21|publisher=Taylor & Francis|year=2020|language=en|doi=10.4324/9781003023791-2|isbn=9781003023791|s2cid=218817396|last1=Mabelo|first1=Pascal Bohulu|pages=8–14|archive-date=2021-05-21|archive-url=https://web.archive.org/web/20210521154406/https://www.taylorfrancis.com/chapters/mono/10.4324/9781003023791-2/failed-stakeholder-management-pascal-bohulu-mabelo|url-status=live}}</ref>

==== Taxation and legal status ====
Independent consultants (contractors or freelancer) usually need to fulfil taxation requirements given by laws, specifically challenging employment status to avoid 'disguised' employment.<ref>{{Cite web|first=Chip}|last=Camden|date=March 5, 2010|title=Consultants, know how the IRS determines employee status|url=https://www.techrepublic.com/blog/it-consultant/consultants-know-how-the-irs-determines-employee-status/|access-date=2021-04-21|website=TechRepublic|language=en}}</ref>

Compared to contracting, consulting can be seen as being "in business in your own right", not controlled by your client, etc. placing a consultant "well outside" of e. g. IR35.<ref name=":6" />

Alan Weiss provides 20 "factors" for consultants in the US (IRS), which are similar in other countries, to avoid or understand in terms of their business activity. Amongst those, the consultant is not supposed to be instructed by the client, should not receive similar training as employees, has the right to sub-contract, should not be integrated into the organizational structure, etc. to avoid legal-status and taxation issues.<ref>{{Cite web|title=Avoiding Trouble with the IRS|url=https://alanweiss.com/resources/hot-tips/avoiding-trouble-with-the-irs/|access-date=2021-04-28|website=Alan Weiss, PhD|language=en-US|archive-date=2021-04-28|archive-url=https://web.archive.org/web/20210428142233/https://alanweiss.com/resources/hot-tips/avoiding-trouble-with-the-irs/|url-status=live}}</ref>

==Qualifications==
There is no single qualification to becoming a consultant, other than those laid down in relation to medical, psychological and engineering personnel who have attained this level-degree in it or professional licenses, such as [[Chartered Engineer]].<ref name=":4">{{Cite book|last1=Sindermann|first1=Carl J.|last2=Sawyer|first2=Thomas K.|date=1997|title=The Scientist as Consultant|url=https://link.springer.com/book/10.1007/978-1-4899-5992-8|language=en-gb|doi=10.1007/978-1-4899-5992-8|isbn=978-0-306-45637-4|access-date=2021-04-11|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194528/https://link.springer.com/book/10.1007/978-1-4899-5992-8|url-status=live}}</ref>

Consultants may hold [[undergraduate degree]]s, [[graduate degree]]s, [[professional degree]]s or [[professional designation]]s pertaining to their field(s) of expertise.<ref name=":4" /> In some fields, a consultant may be required to hold certain professional licenses (e.g., a [[civil engineer]] providing consulting on a bridge project may have to be a [[professional engineer]]).<ref name=":4" /> In other types of consulting, there may be no specific qualification requirements. A legal consultant may have to be a member of the bar or hold a law degree. An accounting consultant may have to have an accounting designation, such as [[Chartered Accountant]] status. Some individuals become consultants after a lengthy and distinguished career as an executive or political leader or employee, so their lengthy and exposed experience may be their main asset.<ref name=":3" /><ref>{{Citation|title=Retirees as Scientific Consultants|date=1997|url=https://doi.org/10.1007/978-1-4899-5992-8_19|work=The Scientist as Consultant: Building New Career Opportunities|pages=263–278|editor-last=Sindermann|editor-first=Carl J.|place=Boston, MA|publisher=Springer US|language=en|doi=10.1007/978-1-4899-5992-8_19|isbn=978-1-4899-5992-8|access-date=2021-04-11|editor2-last=Sawyer|editor2-first=Thomas K. }}</ref><ref>{{cite web |title=What is consulting? |url=https://www.consultancy.uk/career/what-is-consulting |website=consultancy.uk |access-date=15 September 2022 |archive-date=15 September 2022 |archive-url=https://web.archive.org/web/20220915142341/https://www.consultancy.uk/career/what-is-consulting |url-status=live }}</ref>

== Accreditation ==<!-- Please A-Z -->
Various accreditation bodies for consultants exist:
* [[Association to Advance Collegiate Schools of Business|AACSB]] - Association to Advance Collegiate Schools of Business
*[[Association of MBAs|AMBA]] - Association of MBAs
*CIMC - Chartered Institute of Management Consultants (US)<ref>{{Cite web|title=CIMC {{!}} Chartered Institute of Management Consultants|url=http://cimcglobal.org/|access-date=2021-04-08|website=cimcglobal.org|archive-date=2021-05-12|archive-url=https://web.archive.org/web/20210512110217/http://cimcglobal.org/|url-status=live}}</ref>
*[[Chartered Management Institute|CMI]] - Chartered Management Institute (UK)
**IC - [[Institute of Consulting]] (UK)
*[[European Foundation for Management Development|EFMD]] - European Foundation for Management Development ([[EQUIS]])
*[[European Federation of National Engineering Associations|FEANI]] - European federation of professional engineers
*[[Institute of Management Consultants USA|Institute of Management Consultants]] (IMC USA)
* [[International Federation of Consulting Engineers]] (FIDIC)
*The [[International Council of Management Consulting Institutes]] (ICMCI)

* The Chartered Institute of Legal Executives - (CILEX), UK.

* The Institute of Commercial Management - (ICM), UK.

==Code of Ethics==
Accredited practitioners in all fields (incl. medical) can be bound by a [[Code of Ethics]] or [[Code of conduct|Code of Conduct]].<ref>{{Cite journal|last1=Tarzian|first1=Anita J.|last2=Wocial|first2=Lucia D.|date=2015|title=A code of ethics for health care ethics consultants: journey to the present and implications for the field|url=https://pubmed.ncbi.nlm.nih.gov/25970392/|journal=The American Journal of Bioethics|volume=15|issue=5|pages=38–51|doi=10.1080/15265161.2015.1021966|issn=1536-0075|pmid=25970392|hdl=1805/6743|s2cid=205861602|hdl-access=free|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194528/https://pubmed.ncbi.nlm.nih.gov/25970392/|url-status=live}}</ref><ref>{{Cite journal|date=2018-04-07|title=Consultant Code of Conduct|url=https://www.nist.gov/baldrige/consultant-code-conduct|access-date=2021-04-08|journal=NIST|language=en|archive-date=2021-03-18|archive-url=https://web.archive.org/web/20210318230554/https://www.nist.gov/baldrige/consultant-code-conduct|url-status=live}}</ref><ref>{{Citation|title=Ethics for Scientific Consultants|date=1997|url=https://doi.org/10.1007/978-1-4899-5992-8_8|work=The Scientist as Consultant: Building New Career Opportunities|pages=123–133|editor-last=Sindermann|editor-first=Carl J.|place=Boston, MA|publisher=Springer US|language=en|doi=10.1007/978-1-4899-5992-8_8|isbn=978-1-4899-5992-8|access-date=2021-04-11|editor2-last=Sawyer|editor2-first=Thomas K. }}</ref>

Ethics in the field of business consulting and organizations is still a subject under research.<ref>{{Cite journal|last1=White|first1=Louis P.|last2=Rhodeback|first2=Melanie J.|date=1992-09-01|title=Ethical dilemmas in organization development: A cross-cultural analysis|url=https://doi.org/10.1007/BF01686346|journal=Journal of Business Ethics|language=en|volume=11|issue=9|pages=663–670|doi=10.1007/BF01686346|s2cid=143345368|issn=1573-0697}}</ref><ref>{{Cite journal|last=Poulfelt|first=Flemming|date=1997|title=Ethics for Management Consultants|url=https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8608.00050|journal=Business Ethics: A European Review|language=en|volume=6|issue=2|pages=65–70|doi=10.1111/1467-8608.00050|s2cid=55793513|issn=1467-8608|access-date=2021-05-10|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623205119/https://onlinelibrary.wiley.com/doi/abs/10.1111/1467-8608.00050|url-status=live}}</ref>

A thorough discussion of ethics in the field of consultation is given in Lippitt & Lippitt<ref name=":7" /> (see also 2nd edition in English<ref>{{Cite book|last=Lippitt|first=Gordon L.|url=https://www.worldcat.org/oclc/14099051|title=The consulting process in action|date=1986|publisher=University Associates|others=Ronald Lippitt|isbn=0-88390-201-X|edition=2nd|location=San Diego, Calif.|oclc=14099051}}</ref>). Here the authors mention several guidelines and definitions including Shay,<ref>{{Cite journal|last=Mosley|first=Donald C.|date=April 1970|title=Professional Ethics and Competence in Management Consulting|url=http://dx.doi.org/10.2307/41164233|journal=California Management Review|volume=12|issue=3|pages=44–48|doi=10.2307/41164233|jstor=41164233|s2cid=154425423|issn=0008-1256}}</ref> the Association of Consulting Management Engineers (1966), American Society for Training and Development (1977), Academy of Management (1976) and conclude their own codex with the following attributes (see below). Additionally, the authors mention the difficulty in applying the codex and scenarios of how to track adherence and how to judge violations in accordance with other bodies, such as APA ([[American Psychological Association]]) and CSPEC (or CSCE) (Committee on Scientific and Professional Ethics)<ref>{{Cite web|title=Committee on Scientific Conduct and Ethics (CSCE) {{!}} NIH Office of Intramural Research|url=https://oir.nih.gov/sourcebook/committees-advisory-ddir/committee-scientific-conduct-ethics-csce|access-date=2021-05-10|website=oir.nih.gov|archive-date=2021-05-10|archive-url=https://web.archive.org/web/20210510185945/https://oir.nih.gov/sourcebook/committees-advisory-ddir/committee-scientific-conduct-ethics-csce|url-status=live}}</ref> and conclude that "The most important aspect in the formulation of a code of conduct however, is the recognition of a fundamental moral standard. Only then is compliance with the rules guaranteed."<ref name=":7" />

== Consulting domains ==
There exist various forms, types and areas or industries of consultants. The following list provides some examples:

=== Business (general) ===<!-- Please A-Z -->
* [[Franchise consulting]]
* [[Human resource consulting]] - Specialists who provide expertise around employment practice and people management.
* [[Interim management]] - Often independent consultants who act as interim executives (any CxO) with [[decision-making]] power under corporate policies or statutes. They may sit on specially constituted boards or committees.
* [[Performance consulting]] - Consultants who focus on the execution of an initiative or overall performance of their client.<ref>{{Cite book|last=Keller|first=Scott|url=https://www.worldcat.org/oclc/699765199|title=Beyond performance : how great organizations build ultimate competitive advantage|date=2011|publisher=Wiley|others=Colin Price|isbn=978-1-118-02462-1|location=Hoboken, N.J.|oclc=699765199}}</ref>
* [[Management consulting]] - Professionals working on the development of and improvement to organizational strategy alongside [[senior management]] in many industries.<ref>{{Cite book|last1=Chereau|first1=Philippe|url=https://www.springer.com/gp/book/9783319644219|title=Strategic Consulting: Tools and methods for successful strategy missions|last2=Meschi|first2=Pierre-Xavier|date=2018|publisher=Palgrave Macmillan|isbn=978-3-319-64421-9|language=en|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194349/https://www.springer.com/gp/book/9783319644219|url-status=live}}</ref> [[ISO 20700]] standard has been available since 2017.<ref>{{Cite web|title=ISO 20700:2017|url=https://www.iso.org/cms/render/live/en/sites/isoorg/contents/data/standard/06/35/63501.html|access-date=2021-04-08|website=ISO|date=30 May 2017 |language=en}}</ref>
* [[Market-entry consultant]]
* [[Media consultant]]
* [[Process consultant]]s - Specialists in the design or improvement of e.g. operational processes in specific sectors, e.g. medical industry
* [[Statistical consultant]]
* Environment Consultant - a new off shoot of consulting helping industrial and infrastructural projects to mitigate the environmental impacts.
* [[Tax advisor]]

=== Technology ===
* [[Information-technology consulting]] - Experts in Computer-technology disciplines such as computer hardware, [[software engineering]], or [[Computer network|networks]].<ref>{{Cite journal|date=1989-02-01|title=Consulting the oracle: a future role for expert systems in IT project management|url=https://www.sciencedirect.com/science/article/abs/pii/0263786389900525|journal=International Journal of Project Management|language=en|volume=7|issue=1|pages=39–41|doi=10.1016/0263-7863(89)90052-5|issn=0263-7863|last1=Aitcheson|first1=G.|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194043/https://www.sciencedirect.com/science/article/abs/pii/0263786389900525|url-status=live}}</ref>

=== Construction ===
* [[Elevator consultant]]

=== Entertainment ===
* [[Creative consultant]]
* [[Image consulting]]
* [[Theatre consultant]]

=== Health ===
* [[Biotechnology consulting]]
* [[Consultant (medicine)|Consultant (medical)]] - the most senior grade of hospital doctor in the United Kingdom.
* [[Consultant pharmacist]]
* [[Consulting psychology]]
* [[Lactation consultant]]

=== Law and politics ===
* [[Economic analyst]]
* [[Employment consultant]]
* [[Environmental consulting]]
* [[Foreclosure consultant]]
* [[Immigration consultant]]s - Help with the legal procedures of immigration from one country to another.
* [[Legal nurse consultant]]
* [[Political consulting]]
* [[Public sector consulting]]
* [[Trial consulting]]

=== Education ===
* [[Educational consultant]]s - Assist students or parents in making educational decisions and giving advice in various issues, such as tuition, fees, visas, and enrolling in higher education.
* [[Faculty consulting|Faculty consultant]]

== List of notable (management) consultants ==<!-- Please A-Z -->
* [[Alan Weiss (entrepreneur)]]
* [[Arthur E. Andersen]] (Accenture)
* [[Bill Bain (consultant)|Bill Bain]] (Bain & Company)
* [[Edwin G. Booz]], [[James L. Allen]], [[Carl L. Hamilton]]
* [[Bruce Henderson]] (founder of BCG)
* [[Clayton M. Christensen|Clay Christensen]]
* [[Frederick Gluck|Fred Gluck]]
* [[Gary Hamel]]
*[[George Gallup]] (Gallup Inc.)
* [[Henry Mintzberg]]
*[[James O. McKinsey]]
* [[Michael Porter]]
* [[Peter Block]]
* [[Rajat Gupta]]

Further prominent ''thinkers'' are also listed in the [[Strategy|Strategy portal]].

==See also==<!-- Please A-Z -->
{{cols}}
* [[Business school]]
* [[Capital management]]
* [[Consulting firm]]
* [[Contingent workforce]]
* [[Interim management]]
* [[IRS Reclassification]]
* [[Knowledge transfer]]
* [[Management consulting]]
* [[Outline of consulting]]
* [[Permatemp]]
* [[Political consulting]]
* [[Project management]]
* [[Procurement]]
* [[Strategic management]]
{{colend}}

==References==<!--Please avoid citing Consulting agencies (only if content is citable, such as professionally published magazines/content), but use decent sources such as Journals, Books, etc. which exist in the field

See also "Consulting firm" -->
<references />

== Further reading ==<!-- Please A-Z -->
*Nissen, Volker, ed. ''Advances in Consulting Research: Recent Findings and Practical Cases''. Cham, Switzerland: Springer International Publishing, 2019. Print.<ref>{{Cite book|url=https://www.springer.com/gp/book/9783319959986|title=Advances in Consulting Research: Recent Findings and Practical Cases|date=2019|publisher=Springer International Publishing|isbn=978-3-319-95998-6|editor-last=Nissen|editor-first=Volker|series=Contributions to Management Science|doi=10.1007/978-3-319-95999-3|language=en|access-date=2021-04-08|archive-date=2021-06-23|archive-url=https://web.archive.org/web/20210623194951/https://www.springer.com/gp/book/9783319959986|url-status=live}}</ref>
*CMI - Management Consulting Journal<ref>{{Cite web|title=Management Consulting Journal|url=https://www.managers.org.uk/institute-of-consulting/management-consulting-journal/|access-date=2021-04-08|website=CMI|language=en-GB|archive-date=2021-04-12|archive-url=https://web.archive.org/web/20210412064941/https://www.managers.org.uk/institute-of-consulting/management-consulting-journal/|url-status=live}}</ref>
* CMC - Management Consulting Journal<ref>{{Cite web|title=Management Consulting Journal|url=https://www.cmc-global.org/content/management-consulting-journal|access-date=2021-04-08|website=ICMCI|archive-date=2021-06-13|archive-url=https://web.archive.org/web/20210613232115/https://www.cmc-global.org/content/management-consulting-journal|url-status=live}}</ref>
*Treichler, Christoph. "Consulting Industry and Market Trends: A Two-Sided View". ''Contributions to Management Science''. Cham: Springer International Publishing, 2019. 253–272. Print.<ref>{{Citation|last=Treichler|first=Christoph|title=Consulting Industry and Market Trends: A Two-Sided View|date=2019|url=https://doi.org/10.1007/978-3-319-95999-3_12|work=Advances in Consulting Research: Recent Findings and Practical Cases|pages=253–272|editor-last=Nissen|editor-first=Volker|series=Contributions to Management Science|place=Cham|publisher=Springer International Publishing|language=en|doi=10.1007/978-3-319-95999-3_12|isbn=978-3-319-95999-3|s2cid=169456958|access-date=2021-04-11}}</ref>
* [http://jbm.johogo.com/ Journal of Business and Management]
* [http://www.socadms.org.uk/journal-management-studies/ Journal of Management Studies]
*[https://www.rolandberger.com/en/Insights/Publications/Global-Business-Services-Obsolete-or-more-relevant-than-ever.html Global business services: obsolete or more relevant than ever?] by Stephan Hartmann of [[Roland Berger (company)|Roland Berger]] Switzerland, 2021
*[https://link.springer.com/journal/11301/volumes-and-issues Management Review Quarterly]
*Marsh, Sheila. ''The Feminine in Management Consulting''. London: Palgrave Macmillan UK, 2009. Print.<ref>{{Cite book|last=Marsh|first=Sheila|date=2009|title=The Feminine in Management Consulting|url=https://doi.org/10.1057/9780230594883|language=en-gb|doi=10.1057/9780230594883|isbn=978-1-349-30258-1}}</ref>
*[[McKinsey & Company|McKinsey]] [https://www.mckinsey.com/quarterly/the-magazine Quarterly Magazine]
*Seebacher, Uwe G. ''Template-Based Management: A Guide for an Efficient and Impactful Professional Practice''. Cham: Springer International Publishing, 2021. Print.<ref>{{Cite book|last=Seebacher|first=Uwe|url=https://www.springer.com/gp/book/9783030566104|title=Template-based Management: A Guide for an Efficient and Impactful Professional Practice|date=2021|publisher=Springer International Publishing|isbn=978-3-030-56610-4|series=Management for Professionals|language=en|access-date=2021-04-08|archive-date=2021-03-08|archive-url=https://web.archive.org/web/20210308123030/https://www.springer.com/gp/book/9783030566104|url-status=live}}</ref>
*[https://www.strategy-business.com/ Strategy+business] by [[PricewaterhouseCoopers|PwC]]
*Roland Berger's [https://www.rolandberger.com/en/Think-Act-Magazine.html Think:Act] Magazine<ref>{{Cite web|title=Think:Act Magazine|url=https://www.rolandberger.com/en/Think-Act-Magazine.html|access-date=2021-04-11|website=Roland Berger|language=en|archive-date=2021-04-11|archive-url=https://web.archive.org/web/20210411230558/https://www.rolandberger.com/en/Think-Act-Magazine.html|url-status=live}}</ref>
*Susskind, Richard, and Daniel Susskind. ''The Future of the Professions: How Technology Will Transform the Work of Human Experts''. Oxford University Press, 2015. Print.<ref>{{Cite book |last1=Susskind|first1=Richard|last2=Susskind|first2=Daniel|date=2015-10-22|title=The Future of the Professions|url=https://oxford.universitypressscholarship.com/view/10.1093/oso/9780198713395.001.0001|doi=10.1093/oso/9780198713395.001.0001|isbn=9780198713395}}</ref>
*Kipping, Matthias, and Timothy Clark, eds. ''The Oxford Handbook of Management Consulting''. London, England: Oxford University Press, 2013. Print.
*[[Tata Consultancy Services|TCS]]' [https://www.tcs.com/perspectives/all-editions-listing Management Journal Perspectives]
*Weiss, A. (2016). ''Million dollar consulting: The professional's guide to growing a practice, fifth edition'' (5th ed.). McGraw-Hill Education.<ref>{{Cite book|last=Weiss|first=Alan|url=https://www.worldcat.org/oclc/948593913|title=Million dollar consulting : the professional's guide to growing a practice|date=2016|isbn=978-1-259-58862-4|edition=5th|location=New York|oclc=948593913}}</ref>

{{Consulting}}
{{Authority control}}

[[Category:Consultants|*]]
[[Category:Consulting| ]]
[[Category:Business occupations]]