Market Updates | 25th June 2021

The pandemic is accelerating the pace of change right across the professional services sector, amplifying pre-crisis trends as well as triggering entirely new ones. We’ll be keeping tabs on these over the coming months: We’ll be reporting back on what clients are telling us and how we see different segments of the professional services sector perform, as well as highlighting emerging opportunities and challenges. As always, we’ll be taking a fact-based approach. Our market sizing data comes from our unique model of the professional services sector, with more than $1tn of revenues broken down by sector, geography, and capability. Our forecasts are constantly updated to reflect the latest market data we have available from firms and their clients. Client data comes from our rolling programme of quantitative research and interviews.

Operational improvement services

At the heart of the professional services sector is the belief that smart people with specialist expertise can improve the way that organisations work. But is operational improvement in need of improvement?

Historically, the core of operational improvement work, which covers everything from benchmarking to supply chain management, via cost-cutting and process redesign, has been consulting-style work. Even today, operations consulting accounts for US$26bn out of a US$185bn market, or 14% of the total. Only risk and technology are larger markets.

But it’s the forecast growth rate that’s important here. Before the crisis, operations consulting was tracking the market, but—counterintuitively—it underperformed during the height of the pandemic last year, contracting by around 15%. We say “counterintuitively” because, during a crisis, you’d expect demand for this type of work to grow—and it did, but only in specific areas, such as cost-cutting, and growth here was more than offset by the contraction in more discretionary areas. Compounding the problem, the rate of recovery this year looks set to be slower than the market as a whole, at 6% compared to 10%. Other lines of business that saw substantial drops in 2020 are expected to rebound more decisively, partly as a result of pent-up demand, and partly because they’re growing back from smaller bases. Data & analytics work, for example, which many client organisations viewed as a nice-to-have last year given extreme levels of uncertainty, is expected to grow at 11% in 2021, having shrunk by 16% last year. Although we anticipate the growth in operations consulting work picking up further next year (to 10%), we still think that its longer-term performance will lag slightly behind the market as a whole.

What’s behind this malaise, and what can professional service firms do to counter it?

There are three main (and interlinked) causes of below-average performance. The first is the range of different types of professional service firms that claim to operate in this space. Following rapid growth in the early 2000s, operational improvement has been seen as an attractive market that represents a comparatively easy stepping-stone for non-consulting firms to enter the consulting market. Following in the footsteps of the Big Four firms, which even now retain a 15% share of the market, technology firms saw operational improvement work as a logical extension of the implementation of ERP systems, resulting in them gaining an even bigger (19%) share. Strategy firms realised that simply doing strategy wasn’t enough and that more money was to be made from moving “downstream”—a move that has given them a 17% share of the market. But, by and large, these giants of the operational space look set to grow more slowly than the types of firm that bring a more specialised slant to the work. Engineering consultancies and real estate firms, exploiting all the opportunities that are springing up around new ways of working, are both forecast to grow by around 10% this year.

That points to the second cause of below-average performance across the operational consulting market: A chronic lack of innovation. That accusation may stick in the gullet of large firms, and it’s true that they are being innovative in some areas and on some projects. But it’s rare that this activity is scaled up to have a more material impact on demand in the operational consulting space more broadly. Moreover, the lack of new, specialist knowledge has allowed more large firms to enter this space. There’s been a collective—if unconscious—reluctance to fragment the market by creating clearer divisions between different areas of expertise within it. In other words, this market has been attractive to non-specialists precisely because the barriers to entry are low, making it comparatively easy to deploy chargeable staff across multiple areas without significant retraining.

Lack of innovation is an insidious problem: It can be ignored in the short-term because its impact is often invisible. Over time, however, it narrows the gap between what professional services firms and their clients are capable of. Without new tools and techniques, it becomes easier for clients to build up the operational skills of their own staff and makes them more reluctant to pay premium prices to external suppliers. This creates a vicious circle in which low margins deplete professional services firms’ ability and willingness to invest in innovation.

Before this market goes into the same apparently inexorable decline seen in the HR consulting space—where an absence of new thinking has depressed growth rates for the last 20 years—it’s vital that firms offering operational improvement services do a better job of articulating what makes their approach new and distinctive. But given the structural problems that have made it difficult for firms to do this, the key to success in this space will be to change the way they work by finding partner organisations or acquisitions that bring with them new intellectual capital, particularly software tools and methodologies designed to tackle specific issues but on an enterprise-wide basis. Finally, and perhaps most importantly, they need to link what they do to concrete results: It’s ironic that a part of the professional services industry that most obviously claims to improve the performance of other organisations is so bad at demonstrating that’s the case.

 

All updates

Professional services firms need to start adapting to a multi-shock world 24th June, 2022
Anticipating a slight slowdown in the rate of growth 10th June, 2022
The impact of the professional services market pandemic recedes, but slowly 20th May, 2022
The outlook for professional services by sector in 2022 6th May, 2022
Strategy consulting in an age of crisis 22nd April, 2022
How the Russia-Ukraine war may change client needs 1st April, 2022
Initial thoughts on the impact of the Russia-Ukraine war 18th March, 2022
Tax services: Who stands to benefit from post-crisis growth? 4th March, 2022
Demand for professional services in the healthcare market: Growth through specialisation 18th February, 2022
Productivity improvement consulting and the impact of an inflationary environment 4th February, 2022
The impact of Omicron—and what this tells us about the professional services market in 2022 21st January, 2022
The top three sectors for professional service firms in 2022 26th November, 2021
What price recovery? 11th November, 2021
Supply chain shocks: What impact will they have on demand for consulting? 28th October, 2021
The Central & South America professional services market: In a permanent state of “recovery”? 15th October, 2021
Delivering a more tangible professional service 1st October, 2021
Professional services in the GCC: Post-pandemic resurgence 17th September, 2021
Trying to solve the consulting industry’s value problem 3rd September, 2021
The post-pandemic financial services market 20th August, 2021
Programme management: Why does a potentially valuable service underperform? 6th August, 2021
The consulting market in H1 2021: Outperforming expectations 23rd July, 2021
Pharma and life sciences: From strength to strength 9th July, 2021
Operational improvement services 25th June, 2021
Important lessons from Australia 11th June, 2021
Betting on risk 28th May, 2021
Strong performance in the consulting industry in Q1 2021 14th May, 2021
A fast recovery in the US professional services market 30th April, 2021
How fast will the public sector market for professional services grow in 2021? 16th April, 2021

See the size and shape of your market as you’ve never seen it before

Our model of the global professional services industry is the most powerful of its kind. It’s built from the bottom up and is fully customisable; meaning you not only get to see your market in greater precision and detail, but also in ways you’ve never seen it before.

Explore the model

Plan for what’s coming over the horizon

Our Market Trends Programme is designed to keep you informed about what’s happening in a wide range of geographical and sector-based markets; while our Emerging Trends Programme helps you to stay ahead no matter where, or for whom, you work.

Explore our reports

Make better investment decisions

Whether you’re a private equity firm looking for commercial due diligence or deal origination services, or a professional services firm trying to work out where to invest for growth, we combine world-class market data and peerless industry knowledge to help you distinguish the next big thing from the last big thing.

Find out more about what we do

If you’d like to hear more about how we can help, call us on:

+44 (0)20 3478 1204
+1 (0)800 767 8058
or email us here