Consulting Point observes a growing reassessment of how governments engage management consultants. Recent reductions in headline consulting spend reflect tighter fiscal conditions and political oversight, rather than a rejection of external expertise.
Public institutions continue to face complex transformation challenges, from digital modernisation to defence and healthcare reform. The difference lies in how support is commissioned, governed, and measured.
From scale to precision
Large, multi-year programmes are giving way to shorter, clearly defined engagements. Governments are prioritising outcomes over activity, with sharper expectations around delivery, accountability, and value for money.
This shift favours consulting models that focus on specific problems, rapid execution, and demonstrable results, rather than broad, open-ended mandates.
Blurring lines across professional services
Consulting Point notes that the traditional boundaries of consulting are becoming less distinct. As firms expand into technology delivery, AI, and managed services, elements of consulting work are increasingly classified under wider professional services categories.
While this reflects the evolution of consulting itself, it also complicates transparency and comparison in public-sector spending.
Implications for consulting firms
Success in the public sector now depends on proving impact. Governments expect consultants to transfer skills, strengthen internal capability, and align fees more closely with delivery outcomes.
Firms with strong digital and AI capabilities are well positioned, while specialist boutiques may benefit from demand for focused, high-impact expertise.
Governments are not abandoning consultants, but they are redefining their role. Consulting Point believes the future of public-sector consulting will be shaped by precision, partnership, and clear evidence of value delivered.