What Does It Take to Be a Good Management Consultant?

Interviews for Newsnet/Tagesanzeiger.ch They are feared by employees and showered with jokes by managers – yet they are indispensable. What does it take to succeed in this unprotected profession? 2009 was a financially tight year, but with a 4 per cent drop in turnover, management consultants got off lightly. This was shown at the 'Beratung 2010' symposium in the Zurich Kongresshaus. And this in an industry that, by trade, often has to bring about redundancies and short-time work itself. 'Even in companies with short-time work, management consulting projects were continued,' remarked co-study leader Roberto A. Busin in surprise. Switzerland's roughly 3,300 consultants therefore enjoy a better reputation than in the past. Due to the waves of layoffs in the financial sector during the crisis, the market was flooded with numerous new consultants who had summarily set up on their own – casting a poor light on the scene's level of training and qualifications. 'However, 90 per cent of consultants still take the conventional route via the large consultancy firms such as McKinsey, Price-Waterhouse-Coopers or Boston Consulting. After studying economics or engineering, they gradually rise from Junior Consultant to Partner. However, ten per cent are career changers,' explains Busin. Not a protected profession In Switzerland, anyone can style themselves 'management consultant'; it is not a protected title. But what does it actually take to gain a foothold in this profession? 'Enjoying dealing with people, openness, specialist knowledge and, above all, self-confidence,' professionals answer. (Created: 04.06.2010) http://www.tagesanzeiger.ch/schweiz/standard/Zwischendurch-sind-Unternehmensberater-auch-Pfarrer/story/19841029?cache=9efAwefu