2017 Consulting Community Survey: Flexibility - making the Gig Economy work

With Uber and Deliveroo’s high profile and ongoing challenges, some might say that 2017 was not a good year for the so-called gig economy - the labour market characterised by the prevalence of short-term contracts or freelance work, as opposed to permanent jobs.

Despite this, with the combined elements of millennial values, digital platforms and an ageing population working longer, the trend towards a gig economy appears to be an irrepressible force. According to McKinsey, 5m people are employed in the UK gig economy, 28% in professional roles.

Does the Gig Model work in Consultancy?

Despite the association of gig economy workers with low-paid rider/driver roles, independent consultants, often the alumni of established big 5 management consultancy firms, have long been freelancing, enjoying benefits such as greater flexibility and freedom from bureaucracy.

Yet given that large projects can only be delivered by a team, is it possible to put together a group of independent consultants on a project and expect them to function as a team and to get the job done for the client? When individual consultants are thrown together can they coherently form a team that puts the client needs first? To help to find answers to these questions we conducted a survey amongst our community of independent consultants.

Who was surveyed?

We surveyed our most actively engaged consultants in our community in November 2017 and received nearly 300 responses.

What were the key conclusions?

Independent consultants are strongly focused on getting the job done rather than concerns about dealing with internal company issues. 93% of respondents strongly agreed or strongly agreed with the statement:  “I believe that successful delivery against my client's objectives drives my career progression, rather than internal company politics”.

Many are specialising to add value as Subject Matter Experts – 85% agreed or strongly agreed with the statement “I have focused my career to become a subject matter expert in one or more areas, in order to add specific value to my clients”.

There is a strong feeling that they are more able to focus on the company needs since they are independent. 88% disagreed or strongly disagreed with the statement “I feel I would be more effective achieving my client’s objectives if I were a permanent employee”.

Clients are able to benefit from the independent’s desire to improve their knowledge. 90% agreed or agreed strongly that “I actively invest in self learning and ensuring my knowledge is up to date so as to remain relevant to my clients.”

Many of those surveyed reported that they do not stay in a role once they feel it is no longer to the benefit of the client. 92% disagreed or disagreed strongly that “My primary concern is staying in my role, even if it’s to the detriment of my client's objectives.”

Download the full survey findings report by clicking on the image.