UK Consulting Industry 2015

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1 The definitive guide to UK Consuting Industry 2015 Summary Report

2 2 UK Consuting Industry 2015 Contents Chief Executive s Preface 3 About the MCA 4 Management consuting: at the heart of UK growth 5 Headine consuting information 6 Headine consuting growth 6 Growth in private sector consuting 6 Consuting fee income in the private sector 6 Digita fee income by sector 6 Aggregate pubic sector consuting fee income 7 Pubic sector growth distributions 7 Consuting fee income by service ine 7 Industry Insight Interviews 8 Nadun Muthukumarana, Deoitte 8 Lucinda Peniston-Baines, Roth Observatory Internationa 8 Stephen Vina, Moorhouse 9 Dave Yip, KPMG 9 Chris Cooper, Chaenge Consuting 10 Pau Winter, Concerto Partners 10 David Freedman, Huthwaite Internationa 11 Chris Wakerey, Boxwood 11

3 UK Consuting Industry Chief Executive s Preface This is a pivota moment. The UK s economy is growing and performing reativey we. But this improvement must be sustained and deveoped in a rapidy changing word. And, foowing the 2015 eection, our nationa poitics is more certain. But huge issues about the pubic sector deficit, the future of the UK Union and our reationship with the EU oom arge. The UK s consuting industry is rising to these chaenges by heping cients to grow their businesses and innovate, and by heping government to reform and cut costs. Once again, the MCA has produced authoritative and comprehensive anaysis of the performance of the UK consuting industry. This is a pubicy avaiabe summary version of the fu report. We have aso pubished three freey avaiabe specia suppements on Pubic Services, Digita and Growth. 1 A number of themes stand out. One is the growing importance of Digita, and the roe that management consutancies pay by fusing the opportunities created by new technoogies with their skis and visions of new ways of doing business. Another is the significance of advice and support on business strategy, as cients address new pressures, and seek new opportunities. And this report aso highights the ski with which our eading consuting firms arge and sma are abe to create the muti-discipinary and muti-expert teams that are now needed to achieve the compex and inspiring outcomes that cients seek. The UK s consuting industry is dynamic, engaged and growing. It is generating empoyment and weath at home, as we as exports overseas. And it is contributing greaty to Britain s reputation as an innovator and business eader across the gobe. Consuting is doing we because it is doing a good job. Aan Leaman Chief Executive, MCA 1 This summary report is based on data about fee income (what management consutants are paid for their work) provided by member firms of the Management Consutancies Association. The membership is isted overeaf. To purchase a copy of the fu report, pease visit An anonymised version of the data underpinning the fu report is avaiabe to MCA members ony. Information on how to join the MCA is aso avaiabe on the website, where free downoads of the suppements to this report on Digita, Pubic Services and Growth can aso be found.

4 4 UK Consuting Industry 2015 About the MCA The Management Consutancies Association is the representative body for the management consuting industry. Our 56 members represent around 60% of the consuting industry in the UK as measured by fee income. They work with most of the FTSE 100 companies and operate right across the pubic sector. The MCA demands the highest standards of ethics and professiona integrity from its members. It promotes the very best in consuting. We are currenty strengthening the vaue of MCA membership by deveoping a new Consuting Exceence standard, to which our member firms wi adhere. This is set to become the hamark for consuting quaity. Through our Consutancy Buyers Forum, we faciitate engagement between consutants and those who use them, to promote effective specification, purchase and management of consuting assignments. Our Young MCA is a network that captures the enthusiasm, taent and innovative thinking of our industry s more junior members. We faciitate an SME Group to promote the interests of our sma and medium-sized firms. We represent the interests of our members to Government, encouraging ministers and officias to continue to view the industry as a key growth sector and export. We aso engage with a range of pubic sector bodies on procurement issues and are currenty working with the Cabinet Office on the successor to ConsutancyONE. Our Annua Awards ceebrate the very best in consuting. Our Think Tank gathers our industry experts ideas and ensures they make a positive impact on debates on the economy, pubic poicy and the business environment. Our members are: Abe and How Accenture AECOM Arup ASE Consuting Atkins Management Consutants Atos Consuting BAE Systems Appied Inteigence BDO LLP BearingPoint Limited Berkeey Partnership Bourton Group Boxwood Capita Transformation Chaenge Consuting Concerto CSC Deoitte EC Harris EY GE Heathcare Finnamore Grant Thornton UK LLP Hay Group Huthwaite Internationa IBM Goba Business Services impower Information Services Group Europe Ltd Integration Management Consuting Limited KPMG LCP Consuting Management Consuting Group Managementors Limited Moorhouse Mott MacDonad Navigant Novoatum NTT DATA Oakand Consuting Optimos Consuting Limited Oystercatchers PPL Practicus Prederi Limited Propaganda PwC Quest Wordwide Quintec, a Thaes business Roth Observatory Internationa Soving Efeso Stream:20 Ltd Sysdoc Ltd TATA Consutancy Services Transform Turnstone Services Limited Visa Consuting and Anaytics Wipro Consuting Services We aso have an associate membership scheme, open to non-consuting firms who are interested in the consuting market. Our current members are: Bonhive, Detek, Equiteq, Lockton, Mindbench, Prism Executive Recruitment, Psychoogica Skis for Professiona Services Ltd, Saunderson House and Tungtree Communications. For more information on MCA membership or associate membership, visit

5 UK Consuting Industry Management consuting: at the heart of UK growth MCA member firms reported fee income eves for 2014 of 5.2bn. This represents growth of 8.4% on Since headine growth for the UK was 2.8%, our industry continues to recover at a rate faster than the wider economy. This trend continues to confirm that consuting is a critica part of the UK s growth strategy. Whereas in the aftermath of the financia crisis of 2008 MCA members provided support as firms ooked to downsize, restructure and survive, now they are supporting the pursuit of growth. Whie painy some of that activity comprises reorganisation and continuing efficiency improvements, much of the work is about new growth propositions, as we as getting companies match fit for growth. Consuting is growing by heping others grow. Our members operate in a sectors of the economy. They are essentia parts of the vaue chain in strategicay important arenas, such as Digita, financia services, infrastructure and retai. Consuting aso grew in the pubic sector ast year. The sector saw its avaiabe resources reduce substantiay in the ast Pariament. It is set for further spending reductions in this session. Our members are heping the sector achieve more for ess. They report that their support to the pubic sector is evoving. They are invoved in deivering more fundamenta reform projects than previousy. Departments, agencies and oca authorities, faced with serious chaenges, have deveoped a rea desire to see transformationa change. The pubic sector is getting better at scoping and specifying projects. So buyers and taxpayers aike can be more confident than ever that the services consutants provide represent rea vaue for money. 2 We are aso seeing a significant change in how consuting is bought. In the ast decade, especiay after the financia crisis, there was an understandabe focus on pragmatism, getting things done and on price. Consutants had to advise and hep deiver. They acquired new capabiities to do so. At times, however, cients focus on price compromised quaity outcomes. Commoditisation and the contractor/ interim market grew. Cients sometimes bought many of the capabiities they needed in the form of individua bodies, rather than project teams. Now, cients seek expertise with a purpose. They want to secure outcomes and sove compex probems. Consutants are sti required to be cose to deivery. But their adeptness in puing together the muti-skied teams needed to deiver soutions for cients is increasingy sought after. This vaue is different from what the contractor markets can suppy. What is driving this demand is cients changing needs and ambitions. Businesses want to test new propositions. They want to get match fit for growth. But they are doing so in uncertain times. The return to economic heath is wecome. But the business environment is changing. The pursuit of growth may prove chaenging. Some enterprises are uncertain, even anxious about next steps. Digita is omnipresent. It is reducing innovation costs, but increasing the rate at which businesses need to innovate to survive. It is giving new sources of insight to organisations, but aso transferring enormous power to consumers. It is creating a number of dominant internationa brands, whie aso reducing barriers to market entry, burring boundaries between industries, shortening vaue chains, and intensifying competition. Businesses are uncertain how to respond to this. As our year of Digita has shown, management consutants are highy active right across the Digita vaue chain. Digita is the argest consuting service ine. Member firms are depoying existing and newy recruited Digita resources to address emerging chaenges. Further, they are doing so in ways that businesses can understand and reate to. 3 Demand is rising for consutants who can provide soutions to compex and nove probems. Consuting firms are constanty recruiting new capabiities. The industry has never had such a breadth of expertise at its disposa. But growth is aso creating a renewed need for strategy support, the traditiona stape of the independent advisers. Decision-makers want expertise to hep them address compex probems. They want new propositions tested and mobiised quicky. But they aso want to test their firm s resiience. And they hope to set everything they do in a principed, but adaptabe and evoving strategic framework. No industry is better paced to meet these needs than management consutancy. Cassic consuting is returning and being reinvented. 4 2 Our free Pubic Services Suppement, avaiabe on the MCA website, ooks at how consuting can hep deepen and strengthen the reform of pubic services. 3 The Annua Report s Digita Suppement, aso avaiabe on the MCA website, suppies more exampes of what our members are doing in this area. 4 More commentary on how consuting can support growth in the future can be found in the free Growth Suppement to our Annua Report, avaiabe on the MCA website.

6 6 UK Consuting Industry 2015 Headine consuting information Headine consuting growth 40% 35% 30% 25% 20% 15% 10% Actua Predicted 2% Consuting fee income in the private sector 4% 3% 5% 9% 21% 6% 8% 9% 33% 5% 0% 5% 10% Digita & Technoogy Energy & Resources Financia Services Government & Private Sector Infrastructure Manufacturing Other sectors Private Heath & Life Sciences Retai & Leisure Transport Growth in private sector consuting Digita fee income by sector 42% 30% 24% 3% 3% 9% 7% 12% 9% 4% 2% 3% 2% 7% 6% 9% 21% 30% Digita & Technoogy Energy & Resources Financia Services Infrastructure Manufacturing Other Sectors 10% Private Heath & Life Sciences Retai & Leisure Transport Digita & Technoogy Energy & Resources Financia Services Government & Pubic Sector Infrastructure Manufacturing Other sectors Private Heath & Life Sciences Retai & Leisure Transport

7 UK Consuting Industry Aggregate pubic sector consuting fee income ( k) Consuting fee income by service ine 2% 1% 1% Thousands ,803 1, ,049 1,107 1,109 4% 5% 6% 7% 8% 4% 27% 13% % 12% Digita & Technoogy Consuting Operations Programme/Project Management Strategy Business Transformation Pubic sector growth distributions Financia Change Management 19% 20% 15% 27% 45% 27% 99% 18% Human Capita Risk Management Economic & Reguatory Disputes & Investigations 5% Environmenta Saes, Marketing & Corporate Communication Centra Government Defence Education Executive Agencies & NDPBs Internationa Agencies Loca Government NGOs NHS/Pubic Sector Heath Other

8 8 UK Consuting Industry 2015 Industry Insight Interviews Nadun Muthukumarana, Deoitte Nadun Muthukumarana, Partner at Deoitte, says that growth in 2014 was consistent across the board for the business advisory firm. As we as in traditionay successfu areas, he pointed to the emerging importance of manufacturing. Despite the weak Euro, high end manufacturers have performed we, he observes, noting the importance of aerospace and automotive industries to the UK economy. Manufacturers are increasingy understanding the importance of becoming insight-driven organisations, using anaytics to understand customers, aftermarkets and the suppy chain. Indeed, Digita and Anaytics are painy very important to Deoitte, with Deoitte Digita emerging as one of the eading brands in Digita advisory. The chaenge has been making this work across the whoe business. The success of our MCA Award-winning work with John Lewis was underpinned by significant voumes of mutidiscipine teams. As part of its focus on growth, Deoitte continues to invest in bringing together its goba network of infrastructure and capita projects teams, to deiver the best of its goba capabiity to cients across the ifecyce of some of the word s argest and most compex programmes. The obvious importance of bricks and mortar, transport, energy and resources projects to growth is something we are ooking to underpin by demonstrating how better, more technoogicay advanced and integrated offers can provide substantia benefits. Our eading edge soutions bring together everything from the capabiities to manage compex new buid programmes to the anaytics and insights that underpin integrated thinking around capita projects. Key areas of growth wi incude Anaytics, Digita and Cyber. Nadun confirms that the pubic sector was very active in 2014 and beyond, and that this was apparent we beyond Whiteha, in bue ight services and oca government. In common with many consutants, Nadun is cosey monitoring EU poicy announcements. The overa heath and stabiity of the EU and of the Eurozone matter to us. Though mindfu of these and other market dynamics, Nadun is confident that Deoitte consuting can hep promote business growth and pubic service reform. Consutants wi thrive by bringing organisations the insights from anaytica toos and from our understanding of the interconnectedness of socia, business and service activity, as shown by Inteigent Cities. Lucinda Peniston-Baines, Roth Observatory Internationa Lucinda Peniston-Baines, Managing Partner at Roth Observatory Internationa, a speciaist management consutancy serving the marketing function, records that 2014 was the company s best year ever. We grew the business both ocay and gobay in terms of revenues and number of empoyees, she observes. We had previousy done we especiay our London office when economic times were tough, and organisations needed efficiencies. Now our range of services is being caed on more and more to support cients needs for business change and growth. Despite chaenges in Eastern Europe, reated in part to the voatiity of the Ukraine situation, Roth Observatory Internationa has seen substantia growth in the US, Germany and APAC. Its Headquarters office in London has seen a sharp spike in support for cients seeking innovation soutions. Where we are running marketing tender processes for cients, frequenty this is in pursuit of capabiity to support core growth drivers - such as innovation and NPD consutancies. Lucinda adds that in the aftermath of 2008, businesses simmed down their marketing departments substantiay. Though there s sti a bit of fat in some paces, sma departments are the new norma. So companies aso need externa support to shape the right resource to achieve strategic objectives and aso to introduce new technoogies, such as Digita dashboards, programmatic data capabiities, and other innovations that can reduce dependency on peope and increase marketing agiity and responsiveness. Digita is fundamentay changing the skis requirements in marketing. And one of the basic questions that businesses face is whether to retain those skis on their books, or to outsource to externa resources, as we as how best to utiise technoogy to make either option most effective. Lucinda is reasonaby optimistic about what the future hods for the UK. There are few scenarios that we can see drasticay affecting our domestic market. But broader goba instabiity can have significant effects. The impact of Russian foreign poicy or deays to the Nigerian eection can and have had significant effect on our goba markets. But these make the UK position by contrast seem comparativey stabe.

9 UK Consuting Industry Stephen Vina, Moorhouse Stephen Vina, describes 2014 as a big year for Moorhouse, where he is a partner. We disengaged from BT and became independent again, he expains. But we sti grew substantiay, continuing the performance of recent years. Indeed, we ve seen strong growth across the board, especiay in areas ike heath, teco and in transport and infrastructure, incuding aviation and construction. Moorhouse has aso continued to be significanty active in areas such as Financia Services and Pharma and Consumer Business. Much of our work invoves heping our cients turn their strategy into action. This can be the transation of a strategy house s work into something that is deiverabe. We often work at the interface between strategy and operations. Indeed our track record in execution means it s easier for us to respond to the cient appetite for more deivery orientated consutancy by stepping up into this space than it is for those who have been purey theoretica strategists to move into execution. Athough Stephen sees a new emphasis on growth, he is carefu to draw the distinction between consutancy that supports growth propositions and consutancy that heps businesses get the necessary preparedness for growth. In some industries, ike pharmaceuticas and teco, there is sti quite a significant need for cost cutting, but not simpy as a route to surviva. Rather this is about restructuring to free capacity for new initiatives. It s about being efficient for growth rather than cutting the cost base simpy to survive. Now that the eection is out of the way, what Stephen wants to see is a period of stabiity and continuity. The aftermath of the 2010 Eection, the summer sowdown in 2012 when there was uncertainty over the Euro and business eaders stopped making decisions: these are exacty the kinds of uncertainty that we do not need. Like many consutants, Stephen states that a race for the bottom by simpy competing on price is short-sighted and can ead to a oss of carity around the rea vaue that our work can bring. We have seen the rise of contractors, but simpy fiing roes with independents ony gets cients some of the way towards what they need. Consuting, Stephen notes, is a mix of reactive adjustments to cient needs and the proactive business of getting ahead of the market. This is a time when we need to get proactive. To shift the market away from commoditisation towards rea vaue propositions. Some of that wi be new thinking. But some of it wi be rooted in consuting s traditiona virtues. To highight this, Stephen suggests that stapes ike programme and project management are changing but sti needed. As boundaries between industries coapse and competitive pressures intensify, firms wi need to ensure their operating modes enabe them to be agie and ight on their feet. They wi sti need a vision and a pan, but these wi be more principes-based, enabing fexibiity, rather than detaied 5 or 10 year programmes that are panned out in detai. It won t be a prediction. Firms wi have to decide what they seek to be, what their identity is and what differentiates them in order to respond to an increasingy dynamic marketpace. High quaity execution wi be a key focus and there is ess of this capabiity around than peope think. Consuting firms can provide the necessary expertise needed to hep shape strategy and to provide expert panning and execution, as we as short-term adaptabiity. When done we this is from the vantage of critica friends. We bring the necessary capabiities to bear to hep our cients work through their probems, and chaenge their thinking. That is quite different from being a contractor. And in a fast-moving and uncertain context, it is chaenge and fresh perspectives essentiay what consutants have aways been abe to suppy that cients reay need. Dave Yip, KPMG Dave Yip, Partner at KPMG, is keen to distinguish between the cost-cutting in the aftermath of 2008 and what KPMG are focusing on now was a very good year for us, he observes. What we are doing for cients is not just about new growth opportunities. It s about preparing them for growth. Dave expains that many businesses went into a ockdown after Now the return to growth is accompanied by new chaenges: the empowered consumer Digita has created and the emergence of data anaytics. Much of our success has been in heping B2C adapt to the new Digita reaities and heping B2B understand the efficiency, design and customer-service potentia of data. According to Dave, the pubic sector has proved a very interesting market. As we as an agenda around Digita, there is aso a need to create egacies. The spike in expenditure in 2014 is certainy about getting credibe ongterm programmes in pace ahead of the uncertainties of the 2015 pariament. But it s aso about getting back on track. The reaities of Coaition meant that some departments needed to demonstrate trajectories of rea transformationa change where sustainabe benefits were not currenty being reaised. We ve started to suppy the necessary momentum. Dave is passionate that the UK consuting industry can hep support and drive UK growth going forward. But it can ony do that if it is goba in its ambitions. The criticism of even Big 4 firms in the past is that they haven t been goba but oose associations of nationa firms. But many of our cients, even those who are British or registered in Britain, operate on a goba stage. We at KPMG beieve that is the next step: to support UK growth, by acting gobay. After a, in an interdependent word, the UK s economic viabiity depends on the corporate heath of its trading partners. Many of the firms we advise work across many countries. They can promote UK growth and growth in its trading partners. That can ony be good for Britain, especiay as we hep more and more British firms break out of growth-inhibiting parochiaism and perform briianty on the wordwide stage. Business eaders and Government wi want to see success ike that. To get there, Dave beieves new paradigms in business organisation wi be needed. And this wi mean new thinking in consuting. For consutants to be acceerators, we must keep acceerating too. The enemy of growth is odstye thinking. Digita is the future. That means consutants

10 10 UK Consuting Industry 2015 wi have to integrate it into their offers. We wi need to recruit graduates with different capabiities and mindsets. Our roe is to chaenge estabished organisations, with their entrenched cutures. To do that, we have to chaenge our own. Constanty. Chris Cooper, Chaenge Consuting MCA President Chris Cooper Managing Director of Chaenge Consuting, says that 2014 was a positive year in his sector, financia services. Even accounting for the remaining restructuring at Loyds and RBS, then the position is a positive one, with things ike what is happening with Adermore much more representative, he observes. Chris says that he attended the Finance and Leasing Association Annua Dinner in the spring. It was their biggest ever event and morae was good. But that s different from saying we are seeing a return to pre-2008 conditions. What consutants are heping to buid, is a much sounder industry. Chris suggests that there is a greater and more widespread recognition of the soundness and prudence that having the word bank on the door of a business shoud entai. The scae of osses and write-offs indicates that some in the sector shoud have seen these probems coming. But the urgency to get a sice of the sub-prime action ed too many astray. There s now every prospect that these mistakes can be avoided going forward. Chris says sound organisations in financia services are buiding up their baance sheets and, as they move towards being more strategic once more, especiay in the retai banking sub-sector, they are enisting consuting support. And never have they encountered a ceverer and more capabe consuting industry to assist them. The accumuation of new expertise in the industry, especiay reated to Digita, is breath-taking. Chris beieves that in the future consutants shoud depoy this expertise in a chaenging fashion. We wi aways need to keep in sight what our customers want. But in this sector, after 2008, regeneration has been the name of the game. This has made our cients more than a itte cautious. And this can have a knock on for consutants who are keen to satisfy them. But we shoud be heping cients reaise even what I woud term their most outrageous ambitions. That s different from saying that they shoud abandon prudence. Far from it. But if one ooks at the scae of reinvention that has taken pace in retai, in the music industry, in parts of utiities, then banking and financia services aso have the opportunity to reinvent what their industries mean, what forms they shoud take, for the 21st Century. Does this mean that we need more creative or anaytica consutants going forward? What unites the peope around the MCA Board tabe that I chair is their curiosity. A mix of creative types and anaytica types who constanty test what is possibe in business is what we shoud aways provide our cients. In a B2B context, professiona services firms shoud be hired because they are the best at what they do. As the MCA deveops its Consuting Exceence initiative, it wi be increasingy cear that our industry represents the very best in expertise, insight and chaenge. Pau Winter, Concerto Partners In reviewing 2014, Pau Winter, past President of the MCA and CEO of Concerto Partners, comments that 2014 was an improvement on previous years, but that it was hard work. There are sti chaenging conversations with both pubic and private sector cients around the vaue and intentions of consutants, he comments. But deivering cient satisfaction on very high profie projects has been an important and successfu story in our industry. The pubic sector in particuar is trying to focus ess on cost and more on vaue, which is wecome. However too often this sti transates into a high degree of surveiance on projects. This approach not ony impacts margins. But it can aso undermine partnership working and innovation, which is of course what the cient is seeking most. It wi take time. Things are improving, however, and many high profie projects are coming through ConsutancyONE, which is deivering some vaue. However, Pau argues that things coud be even further improved in the pubic sector if the consuting industry insisted upon earier engagement between cients and contractors to ensure that projects are scoped more effectivey. This is one of the key themes of the MCAs engagement with the Crown Commercia Service on the reform of ConsutancyONE. The focus on day rates from many within the pubic sector gets in the way of identifying the desired outcomes and producing rea vaue measured in mutipe ways. Experience shows that eary engagement on the actua scope of a project, understanding the risks and rewards, and consideration given to the rea net gains in productivity or cost reduction, wi undoubtedy ead to more effective and accessibe pricing. Less reiance on the daiy rate aows the team to focus on deivery, innovation and utimatey a far more effective outcome. In the wider market pace, Concerto is seeing evidence of growth returning. But Pau comments that for him, GDP is a poor measure of the overa heath of the economy. For recovery to be sustainabe, the key indicators for me are medium-sized businesses that are busy, confident, have a significant appetite for risk and can see opportunities for deivering rea vaue. They aso need to have enough cash in their baance sheets, be activey driving innovation and have buit the right capabiities for the future. Pau is surprised that there is not as much innovation as there might be. For him innovation is not about the reentess product novety and miniaturisation in Digita, but genuine paradigm shifts in innovative thinking, stemming from the imaginative use of new capabiities to meet emerging customer needs. He cites the exampe of the deivery of adut education. Most of this is deivered ocay in cassrooms. Yet there is such an opportunity for a more innovative approach. But providers are not even using a the existing patforms. Broadband capacity now produces significanty better quaity streaming of content. So adut educationa organisations shoud be offering genuine interactive sessions with experts and faciitating engagement across mutipe environments. They are missing a trick here and the eve of innovative provision is not happening to the degree I woud have anticipated.

11 UK Consuting Industry David Freedman, Huthwaite Internationa David Freedman Associate Director at Huthwaite Internationa, a speciaist training and advisory enterprise, notes that despite an overa positive picture of UK growth in genera and consuting growth in particuar, it has taken a whie for confidence to return to a parts of its market, not east because of the highy internationa nature of its operations. The upturn is there, David opines. But it hasn t gathered pace in a sectors or geographies. The Nordic countries were a good market for us ast year, and parts of western Europe are beginning to pick up speed nicey. Southern Europe, by contrast, remains chaenging. As a training consutancy, Huthwaite s business activities are perhaps because of the infuence of finance directors among those that didn t get switched back on as eary as others. Even in the UK, the chaenge has been to get businesses to commit to onger term projects. Quite a ot of the new activity was bitty in nature for a whie, but now we are seeing our cients and prospects thinking about saes performance skis strategicay again. Any cients with a primary or secondary exposure to oi price movements have obviousy been harder to predict, as we, and we hope to see that sette down. Despite the chaenges, positive reationships with a its many ong-term of cients have kept Huthwaite in good shape. We are sti growing and sti profitabe. We have a number of arge cients from whom we ve got exceent repeat business. And we re aso seeing new saes training needs emerging from, say, arge IT businesses that are adjusting to seing something quite different in the Digita Age. Digita is posing fundamenta questions about the nature of training in the future. We were pioneers in the use of virtua training, and firmy beieve that it has its pace. But the chaenge remains to ensure training retains verified attainment and human eements. Being shown the mechanics of driving a car on a computer is quite different from getting behind the whee. As David Hume said, knowing that and knowing how are different things. And whie Digita wi open up a kinds of possibiities, it shoudn t be aowed to obscure core human business skis, ike speaking to one another, negotiating, managing meetings and above a seing. Those behaviours can ony be gained experientiay. David notes that mienias, fuent in Digita skis, sometimes ack that core verba behavioura capabiity. We can hep make them the compete package, equipped with modern and traditiona skis. He aso notes that saes forces in some organisations are decining in size. Perhaps some firms see seing now as argey a function of socia media presence. Yet the fip-side of the avaiabiity of socia media is that CEOs and other senior business peope are constanty exposed. They need to present, se and be the brand a the time. That means that paradoxicay the human dimension of saes is sti very evident. Peope sti buy and se substantiay on the basis of how persuasive they think the peope are. And whether you are face-to-face, answering a phone, composing a tweet, Skyping a negotiation, or appearing in YouTube footage ifted from a conference session, the skis for buiding vaue in your products, services and brand are a matters of human communication. Chris Wakerey, Boxwood Chris Wakerey, Managing Director of Boxwood, indicates that in the second two-thirds of 2014, the firm reay started to see growth picking up. After a period of great success, our firm decided to restructure its operating mode, expains Chris. The first third of 2014 coincided with the end of this process. It aso coincided with a distinct chiing of one of our important markets, retai. Foowing a tough Christmas in 2013, a ot of retaiers seemed to take stock. Then, after Easter, things reay got going again. And Chris sees no immediate prospect of et up. Our pipeine into the back end of 2015 and beyond is pretty fu, which is very encouraging. Much of this work is supporting businesses with new growth propositions. Much, if not a of the sack has gone from British businesses through rounds of cost-cutting. The pursuit of growth requires the discipined aocation of resources and execution exceence. It is aso vita that eaders think of their businesses in an end to end way and truy optimise their operating modes. To some extent it s good, odfashioned consuting. Businesses need absoute carity on what they are doing, need to understand their target operating modes and to ensure they get the best return on every 1 they invest. But this is tradition in a modern setting. We need to be abe to provide advice and deivery support in a changing context. The basic insight advantage that consutants have over our cients is that we work on many projects at once. So we can provide expertise in ways that cross-fertiise initiatives. But we need to get smarter and smarter. Because our cients are. Many now have business quaifications and are better at the business of managing. So they want the best, most contemporary insights from us and the atest innovations but deivered in a practica way. And they aso want knowedge transferred from us to their business to make it stronger, often through their earning and deveopment teams. Chris suggests that there is no shortage of topics on which consutants now need to deveop insight. The huge market disruption of Lid and Adi in retai, as we as Amazon, wi reshape that area for ever. So too the shifts that are occurring in media and Digita. We need to understand how. And there are even unpredictabe potentia impacts for the UK from cimate change. Does it open up the possibiity of significant agribusiness to add to the emerging capacity in vinicuture? We need to understand these effects. Chris is aso concerned about the skis chaenges the UK faces. Whatever poiticians determine to do with our borders and with the EU, there remains a significant chaenge of domestic skis. Those who have been eft behind in periods of both economic success and faiure need better and more taiored education to give them an opportunity to contribute.

12 8.4% Consuting Growth 40 36% 27% 20 18% 13% 21% 17% 4% 13% 9% 16% 10% 5% 7% 4% 5% 7% 7.8% 8.4% MCA Market Share 5.2bn Digita and Technoogy consutants increased by 26% to just under Consutant numbers increased by 12% to around Graduate new hires increased by 46% Growth in sectors Manufacturing Retai Infrastructure Digita +30% +6% +24% +42% Market Shares Strategy Consuting (Service Line) 10% Digita Consuting (Service Line) 27% Financia Serices (Sector) 33% Management Consutancies Association 5th Foor, Cornhi, London, EC3V 3NG T +44 (0) E Management Consutancies Association 2015

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