How independents can win against encroaching rivals

If only it was the ‘Big Four’ or boutique firms that independents had to view as ‘the competition’. Increasingly, players from adjacent industries – creative agencies, recruitment firms, tech vendors and the like – are marketing their services as ‘strategic advisory’. This blurring of boundaries presents both a challenge and an opportunity. So, how can independents rise above the noise and compete effectively?

Own the outcomes, not just deliverables

One of the most pressing issues facing clients today is discerning between true strategic advice and transactional services that are dressed in strategy’s clothing. 

Experienced independent Rachel Murphy, founder of consultancy The Grafter, says independents need to be crystal clear about what they’re really offering: “I think it’s about being super clear about the outcomes you deliver for clients and providing social proof – storytelling and case studies from the client perspective, rather than just saying how great you are.”

For consultants, this means focusing less on describing your methodology and more on showcasing tangible impact. It's not enough to say, for example: “We helped them transform”. 

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You need to show how the transformation increased market share, boosted employee engagement, or streamlined operations. Use the client’s voice. Let them tell the story of change – and your role in it.

Communicate value through risk-sharing

Unlike recruitment firms that fill roles or creative agencies that deliver campaigns, management consultants are expected to provide longer-term, systemic change. Rachel advises consultants to lean into this distinction by structuring their work around outcomes rather than hours: “Deliver an outcome or value, own the risk and actually make it all happen – you’re not just putting bums on seats and hoping for the best.”

One powerful way to do this is by tying fees to success metrics. In private sector projects, Rachel notes that linking compensation to revenue generation (and taking a percentage of that revenue) can radically change both perception and engagement. 

“That skin in the game really enables a different approach to delivery,” she says. Clients recognise when you’re invested in their success – not just billing hours.