As the big management consulting companies are driving the trend from one side the design companies should also consider developing their service portfolio to match the consultancies and keep the competition open. For example, investing in business-minded strategists and developing in-house know-how, or acquiring or merging with business consultancies.
Management consultancy industry might be reacting to the slowing down of the business growth predicted in Marketline (2015) industry report. Or, they are looking to fill the gap made by the classic strategy share of work decrease to less than a half the size it used to be a few decades ago (Christensen, et al., 2013). Either way, transforming the business model and acquiring design (especially digital design) companies indicates the consultancies’ desire to “tap into clients’ escalating digital marketing budgets” and describes “ongoing transformation of the business landscape as a whole” (Gianatasio, 2017).
Developing design competencies help consultancies: with digital engagement strategy and customer experience design (EY, 2015); to connect holistically brands and consumers and help companies find their disruptive advantage (Deloitte, 2016); to use customer insights for a better business strategy that’s fit for the realities of the digital and the customer (PwC, 2014); to deliver design impact (Edson, 2015); to help more clients grow more quickly by creating amazing new products and services, launching new ideas, re-engineer products and shaping product portfolios (McKinsey & Company, 2016); to ‘future-proof’ clients and take on all challenges in the marketplace (Gianatasio, 2017); to deliver rapid growth for clients and create value for their customers. (McKinsey & Company, n.d.-a); to create a lasting competitive advantage in digital (McKinsey & Company, n.d.-b).