Debate: Is 'Strategy' an Empty Title?
A recent social media discussion critiqued the proliferation of corporate "strategy" roles, arguing many are abundant but have low impact. The conversation contrasted these positions with essential operations functions like reporting, suggesting a potential misalignment of titles and true business value.
The debate over "strategy" roles extends into the consulting world, where clients are increasingly demanding tangible outcomes over theoretical advice. Implementation-focused consulting is reportedly growing at 40% year-over-year, while traditional strategy-only projects are on the decline. This shift pressures firms to deliver not just slide decks, but working models and integrated systems from day one. This trend is creating opportunities at specialized and boutique consulting firms, which are reportedly hiring aggressively. Unlike the mass hiring of previous years, recruitment in 2026 is targeted, with a focus on niche skills in high-margin verticals. Firms like Kenway Consulting, which focuses on technology solution delivery and process optimization, and Airiodion Group Consulting, specializing in change-led execution for process improvements, exemplify this trend. In this landscape, firms are prioritizing specific, demonstrable skills over generalist backgrounds. In-demand expertise includes process improvement methodologies like Lean and Six Sigma, business systems thinking to map processes to technology, and data flow optimization. Job descriptions increasingly call for experience in workflow analysis, operational cost reduction, and developing performance metrics and KPIs. For professionals transitioning into these roles, highlighting transferable skills is critical. Experience in project management, data analysis, and stakeholder management are highly valued. To gain relevant experience, aspiring consultants can take on freelance projects with small businesses or non-profits, focusing on areas like market analysis or process improvement to build a compelling portfolio. The day-to-day experience differs significantly between firm types. At large firms like McKinsey, Bain, or BCG, consultants can expect highly structured training, work across many industries, and frequent travel. In contrast, boutique firms often offer a better work-life balance, more hands-on experience with senior partners early on, and deeper specialization within a specific industry or function, though with potentially more limited resources.
