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Introduction to the History of Consulting

is not a theoretical entry. It simply happens that today we have found several volumes from our era of students

This is not a theoretical entry. It simply happens that today we have found several volumes from our era of students of economics and law and we have re -billed those subjects that gave us so much work in their day … and of which we are part today: the scope of the integral consulting of Business.

If we are going to get nostalgic, let’s do it well. First, we should make a small introduction to the history of consulting. The first foray into the consulting took place in the United States in 1870 through the figure of Charles Sampson and his work reorganizing the work of Chinese operators of a shoe factory.

At the beginning of the 20th century, the first consulting firms arose with a business model based on covering companies at the organizational level. Some of these consultants endured as is the case with the well -known PWC or McKinsey, but others disappeared.

In this way, companies with a business strategy were born at the service of the client. This causes companies to become consumer of services and temporarily hire the knowledge of the consultants to cover certain specific needs, or even permanent, of these companies. The result was very positive: it was found that those companies that hired consultants for certain functions, managed to improve their results.

Throughout the years the services offered by consultants were expanding and specializing according to the needs: organizational, financial, marketing, human resources, etc. causing the birth of the outsourcing , that is, the outsourcing of certain areas or responsibilities in the company’s services, as if the supplier was part of it.

shortly before the 1929 crack the outsourcing suffers a small setback and companies pay stratospheric salaries to provide their companies with the necessary personnel so as not to have to have the consultants. This causes consultants cannot compete with the salaries offered by these organizations and end up lost their intellectual capital. They will take this business typology, which decide to change their traditional optics to now raise their business as a talent incubator.

After the crack, the few companies that did not close end up getting rid of those executives of great talent that they had hired so as not to have to have the consultants. All these personnel end up going to the consultants who return to have a market level thanks to the outsourcing approach, who manages to lower the dead point of the companies that focus.

This encourages consolidation in the organization-consultory relationship that we know today, with all this it is achieved that metaphorically the bicycle pedals of a company become an electric bike as a perfect gear so that the path traveled by The company is firm and adequate.

From Verum we offer comprehensive consulting services for all those companies that need to meet certain needs within their organization, if you want to know what our services consist of, contact us in

… Who knows, maybe together we can build an interesting business history.


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