What is consulting?

At a very high level, consultants solve problems for clients. When a company needs to do something that requires expertise—perhaps launching a new product, developing a marketing plan, or analyzing large amounts of data—they might call in the experts (consultants!) in that particular field. This can take for in many ways, which is why we're going to explore what consultants actually do in this section.

In this group of modules, we'll outline the types of consulting, provide an overview of which firms cover which sectors, and conclude with an overall pros/cons discussion of working in the industry.

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Let's start with an example.

Imagine you own a thriving clothing brand — congratulations! You're now preparing to expand into the European market and plan to launch a new website to support the growth. One key feature of this new site? The ability to track user behavior and generate real-time analytics dashboards to guide decision-making.

However, your current team is made up of designers, in-store staff, and executives. All talented people, but without the technical expertise to build this system. You could hire a full-time developer, but once the dashboards are built, there wouldn't be enough ongoing work to justify the cost.

This is where consultants come in. Rather than committing to a permanent hire, many companies in this position turn to a consulting firm. A consultant can quickly assess your needs, design and implement the tracking infrastructure, and train your team to use it — all within a defined time frame and budget. It’s a flexible, efficient way to get expert help exactly when you need it.

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What does a consultant do in their day-to-day job?

The most common types of consulting are strategy and management, which is what our modules will primarily focus on (more on this in the next section). These types of consultants work across all industries and every function within these industries. Sounds incredibly broad—and it is—but if you follow the career for long enough you'll eventually specialize in one or two particular industries and functions.

Depending on the firm, you may start out as a generalist (i.e. not tied to any particular industry) or a specialist, such as someone who works exclusively on mergers and acquisitions (M&A). Regardless of this, consultants are hired to primarily serve two purposes:

#1: Objectively approach a complicated problem

Companies may choose to hire consultants if they want a "fresh look" or perspective on something. It could be an investment opportunity, a new expansion of the firm, or some other strategic decision. What's the benefit of having someone outside the company making these decisions? First, it avoids any internal biases that might exist at the firm, such as favoring long-standing practices, protecting certain departments, or resisting change due to office politics or job security concerns. An external consultant can provide an objective, data-driven viewpoint and bring in best practices from other companies or industries.

#2: Providing expertise

Second, consultants provide expertise that may not exist in-house. Whether it’s deep industry knowledge, technical skills like advanced data analysis, or experience navigating similar strategic challenges, consultants bring a level of specialization that many firms simply don’t have internally. For example, a company exploring an expansion into Southeast Asia might hire a consultant who’s worked with multiple firms in that region and understands the local market dynamics, regulatory environment, and cultural nuances. This targeted expertise allows companies to move more confidently and efficiently through unfamiliar territory.

#3: The third, less discussed, reason

Not everything fits neatly into the categories of fresh perspective or specialized expertise. There’s a third, less talked-about reason companies hire consultants—one that most prep websites gloss over: leverage and internal politics.

Imagine you're a senior executive at a Fortune 500 company making a big strategic bet. You want two things: (1) to take credit if it works and (2) to deflect blame if it doesn't. Sometimes, consultants are brought in not to discover the truth, but to validate a path that leadership already wants to take. Saying “McKinsey recommends we do X” gives decisions weight, credibility, and a safety net.

That said, don’t let this disillusion you. Most consulting projects are genuinely challenging, analytical, and high-impact. But we’d rather tell you the full picture than sell you a shiny, filtered version of the job. Understanding these dynamics helps you walk into the industry with open eyes—and a sharper sense of how to add real value.

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Next: Types of Consulting

This example focuses on tech consulting, but it’s just one piece of the puzzle. Companies bring in consultants across a wide range of areas — from strategy and operations to marketing, finance, and beyond. In the next section, we’ll break down the main types of consulting and what each one involves.