Establishing small consultancy practices

Running specialist consulting service
Many conultancy practices prefer to stay small in the belief that if they grow overheads, then they would have to sell more; the harder they have to sell, the less leverage they could exert with clients, and the less choice they would have in terms of who they worked with.
There has been a proliferation of small, highly specialized and closely interrelated firms which employ workers with individual problem-solving capacity organized in flexible teams. These companies emerge in many countries as the main employers and often operate as intermediaries between the declining formal sector and the overcrowded informal sector. In the USA, for example, between 1981 and 1985, 88% of the net job creation was in enterprises with 1 to 19 employees.
Type Classification:
D: Detailed strategies
Related UN Sustainable Development Goals:
GOAL 1: No Poverty