Do Management Consultants End Up Specializing or Are They Generalists?

Management consultants can take on both specialized and generalist roles depending on their career paths and the needs of their clients or firms. Understanding the path from generalist to specialist can help you navigate a successful career in consulting.

Generalists

Entry-Level Roles: Many consultants start as generalists, particularly in large firms. They work on a variety of projects across different industries, helping them develop a broad skill set and understanding of various business functions.

Adaptability: Generalists are highly valued for their ability to tackle diverse challenges and provide insights across multiple domains. This adaptability is crucial in the fast-paced and ever-evolving business landscape.

Specialists

Industry Focus: As consultants gain experience, they may choose to specialize in specific industries such as healthcare, finance, or technology, or in functional areas like operations, strategy, or human resources. Specializing in a particular area allows them to develop deeper expertise and become more competitive for senior roles.

Career Advancement: Specializing can enhance career prospects. Consultants who specialize can offer more in-depth knowledge and insights, which makes them more attractive to clients and firms looking for expert advice.

Case Studies in Practice Areas

Understanding the practice areas of management consultants can give a clearer picture of the path from generalist to specialist.

Consultant A (Myself): Senior Management Consultant

As a senior management consultant, my role involves performing management reviews, process improvement, organization analysis, and management systems development. These tasks primarily focus on performance measurement, information management system (MIS) design, project and contract management, and facilitation. My clients are primarily Federal Government agencies in the healthcare and environmental fields. I also offer special consulting services in performance-based contracting.

Consultant B: Human Resources Management Consultant

My colleague specializes in human resources management, specifically helping private sector organizations enhance the value of their human capital and reduce their exposure to employment practices liability through human capital risk management. Services include HR audits, employment practices liability risk management, benchmarking and HR metrics, strategic HR employee surveys, and unemployment insurance management issues.

Consultant C: Organizational Development Consultant

My other colleague focuses exclusively on organizational development, specializing in resistance to change. They act as advisors and sounding boards to leaders, providing insights and building support for change.

Summary

While many management consultants start out as generalists, a significant number eventually specialize based on their interests, experiences, and market demand. The extent and type of specialization can vary widely, covering functional areas, domains, industries, or a combination thereof.

These case studies highlight the diverse paths consultants can take, but it is generally true that the majority start out as generalists and move towards specialization as their careers progress.