2025 STUDY
Consulting, audit, and IT services companies
Focus on 2025 trends!

2025 trends in the professional services sector

Napta

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Editorial
What once seemed certain is now being called into question.

Often regarded as a reactive indicator of economic trends, the professional services sector is now undergoing a period of adjustment following several years of strong growth. While demand for digital transformation, strategy, and restructuring remains robust, the pace of expansion began to slow in 2024.

Beyond cyclical economic factors, additional challenges are reshaping the market landscape: reduced public procurement due to budgetary pressures, geopolitical instability affecting investment decisions, and the looming prospect of tax increases on consulting services.

As an active part of this industry, working closely with those driving its evolution, we have designed this study as a practical tool for strategic reflection.

We hope you find it insightful.
Le marché du conseil, de l’audit et des ESN en 2025 : Entre défis et opportunités
Un questionnaire quantitatif : 308 répondants
Dans quel secteur travaillez-vous actuellement ? (en %)
38
32
26
4
Conseil
ESN
Audit
Autre
Quelle est la taille de votre entreprise ? (en %)
52
41
8
Entre 50 et 500
collaborateurs
Plus de 500
collaborateurs
Moins de 50
collaborateurs
I.
Navigating a Strained Market
A.
Economic Trends and Sector Challenges
2024: A Year of Strategic Transition

An Unstable Economic and Geopolitical Context

The year 2024 marks a decisive turning point for the growth of the professional services sector. After nearly a decade of double-digit expansion, even the more modest growth forecasts for 2024 were not met in Europe (a striking example is the IT services sector, which recorded just 0.7% growth over the year—falling short of the 0.9% expected by Numeum in France). This slowdown signals a shift toward a more moderate growth trajectory, one that is likely to persist into 2025 and beyond.

The primary causes? A challenging economic and geopolitical landscape. Uncertainty benefits no one. As a result, professional services have faced a slowdown in organic growth, driven by declining demand for their service, while external growth has also stalled due to a drop in merger and acquisition activity—traditionally a key driver of sector expansion, particularly in acquiring specialised or international firms.

We have grown significantly through external growth, but now our focus is on unlocking organic growth. Today, this is a top priority.
PHILIPPE DAJEAN
P
‍Wavestone
After an unstable year in 2024, 38% of respondents anticipate an economic downturn in 2025, while 46% expect the situation to remain unchanged. These outlooks are prompting industry professionals to strengthen their adaptation strategies:
How do you assess this economic context compared to 2024? (in %):
46
38
16
Equally favorable
Less favorable
More favorable

How Have Professional Services Responded?

Professional services have taken several strategic measures to navigate the current challenges:
  • Increased their strategic vigilance (reducing recruitment in favour of more specialised profiles, prioritising dynamic markets, particularly in North America, using forecasting tools for better anticipation, investing in training to strengthen internal skills),
  • Optimised their workforce (internal mobility, non replacement of certain profiles - and for some, redundancies), and,
  • Refocused their efforts on:
  • more resilient sectors such as insurance and energy.
  • more in-demand missions (cybersecurity, AI, cloud, data, etc.).
Professional services Must Redeploy Their Resources Towards the Most Dynamic Sectors:
  • Growing Sectors
  • Energy
  • Insurance
  • Banking
  • Cybersecurity, AI, and Cloud Computing
  • Slowing Sectors
  • Manufacturing Industry
  • Automotive
  • Retail
  • Luxury
Priority Project Types  for Professional Services
  • AI & Technology – 73 % of investors advocate for widespread AI adoption.
    Source : PwC Global Investor Survey 2024
  • Cybersecurity – A top budget priority for executives amid rising threats.
  • Operational Continuity – ERP, e-invoicing, and data reporting.
  • Sustainability & ESG –The rise of regulations (e.g., CSRD) is increasing demand for consulting firms.
In this climate of uncertainty, a cautious approach is essential. Companies must adopt an even more strategic mindset to maintain competitiveness and drive greater operational efficiency. It is also important to highlight that clients of professional services continue to rely on core service—fundamental to the industry and critical for business continuity. This steady demand ensures a baseline level of activity for professional services, providing stability amid market fluctuations.

A Transition Driven by Significant Geographical Disparities

Caution is advised, but it is important to note that the market continues to grow, and some regions are not experiencing a slowdown.

This is why many professional services are looking beyond their borders—to North America, mainland Europe, or the Middle East. These represent strategic decisions, whether for investment opportunities or market expansion.

The most attractive consulting markets of the world still are the US, UK, Middle East and Germany. These are very profitable consulting markets.
PER BREUER
Global Managing Director
Roland Berger
In some markets that are perceived as equally attractive, growing geopolitical concerns are causing companies like McKinsey to reassess their presence.

McKinsey to reassess its presence in China

McKinsey is cutting around 500 jobs in China as part of a reassessment of its work with Chinese state-owned enterprises amid rising security risks. With tensions rising between the United States and China, McKinsey's partners are concerned about the risks associated with their presence in the country. This concern may explain the reassessment of their collaboration with Chinese state-owned enterprises and the recent job cuts (Consultor, 2024).
Source : Consultor,  28/10/24
What Are the Possible Internationalisation Strategies?
  • Leverage existing clients with an international footprint to facilitate expansion.
  • Consider acquiring local entities to accelerate market entry and enhance competitiveness in target regions.
  • In the United States, the IT services market is heavily influenced by software vendors. Establishing a presence requires strategic partnerships with industry leaders such as Oracle and Salesforce to gain market traction.
Our established markets, where we have a strong presence, are performing well and generating profit. It is thanks to this financial stability that we are able to fund our international expansion.
PHILIPPE DAJEAN
Partner
Wavestone

Geopolitical Decisions That Disrupt the Global System

The majority of large companies have an international presence and are closely monitoring all political decisions taken at national and international level. In the current context (as of February 2025, at the time of writing), international trade and its rules are under attack: policies related to tariffs, border closures, restrictive legislation for professional  services companies such as CSRD, which imposes enhanced ESG reporting, and DORA, which subjects financial service providers to strict cybersecurity and digital risk management requirements.

These decisions raise new concerns: how can companies maintain margins when skills are imported from countries with lower average labour costs, but the increase in tariffs weighs heavily on costs? Will offshoring skills become a necessity? And how can companies export their services while remaining competitive abroad?

The economic situation is a bit of a black box at the moment, especially in our European core markets: Germany, France. It leads to instability: companies don't like uncertainty.
STEPHAN WEBER
Group COO
Bearing Point
How do you assess the economic context for professional services companies in 2025? (in %):
54
39
4
3
Difficult
Good
Very Good
Very Difficult
Un contexte instable d'un point de vue économique et géopolitique
2024 a représenté un tournant décisif pour la croissance du secteur des entreprises de services. Suite à près d'une décennie de croissance à deux chiffres, les prévisions de croissance (même plus modérées) de 2024 n'ont pas été atteintes en Europe (le secteur des ESN l’illustre particulièrement avec une croissance de0,7% sur l’année contre les 0,9% attendus selon Numeum). Le secteur a connu un net ralentissement, évoluant vers un rythme de croissance plus modéré qui semble devoir persister en 2025 et sûrement au-delà.

Les principales causes ? Un contexte économique et géopolitique défavorable. L’incertitude ne sied à personne. En conséquence, la croissance interne des sociétés de services s'est ralentie en raison de la baisse de la demande pour leurs prestations, tandis que leur croissance externe a été freinée par une réduction des activités de fusion et acquisition (rachats d’entités spécialisées, de cabinets internationaux…), deux piliers traditionnellement essentiels à leur développement.
On a beaucoup grossi grâce à la croissanceexterne, maintenant notre enjeu est dedébloquer la croissance organique.Aujourd’hui, c’est une priorité.
- PHILIPPE DAJEAN, Associé, Wavestone
Après une année 2024 instable, 38 % des répondants anticipent une détérioration économique en 2025, tandis que 46 % prévoient une situation inchangée. Ces perspectives incitent les professionnels du secteur à intensifier leurs stratégies d'adaptation :
Comment jugez-vous ce contexte économique parrapport à 2024 ? (en %)
46
38
16
Aussi favorable
Moins favorable
Plus favorable
Quelles réponses des entreprises de services ?
Les entreprises de services ont :
  • Renforcé leur vigilance stratégique (réduction des recrutements au profit de profils plus spécialisés, priorisation des marchés dynamiques notamment en Amérique du Nord, utilisation d'outils de forecasting pour une meilleure anticipation, investissement dans la formation pour renforcer les compétences internes),
  • Optimisé leurs effectifs (mobilité interne, non remplacements de certains profils - et pour certains, licenciements),
  • Réorienté leurs efforts vers  :
  • des secteurs plus résilients comme l'assurance et l'énergie.
  • des missions plus demandées (cybersécurité, IA, cloud, data…).
Les entreprises de services doivent redéployer leurs ressources vers les secteurs  les plus dynamiques :
  • Secteurs en croissance
  • Énergie
  • Assurance
  • Banques
  • Cybersécurité, IA, Cloud
  • Secteurs en ralentissement
  • Industrie manufacturière
  • Automobile
  • Retail
  • Luxe
Typologies des missions prioritaires pour les entreprises de services
  • IA & technologies – 73 % des investisseurs veulent une adoption massive de l’IA.
    Source : PwC Global Investor Survey 2024
  • Cybersécurité – Un budget prioritaire pour les dirigeants face aux menaces croissantes.
  • Continuité opérationnelle – ERP, facturation électronique, remontée de data.
  • Développement durable & ESG – L’essor des réglementations (CSRD…) booste l'attractivité des cabinets.
Dans ce climat d’incertitude, la  prudence est de mise. Il devient nécessaire d’être encore plus stratégique pour maintenir sa compétitivité et promouvoir une efficacité opérationnelle encore plus forte. Il est également important de souligner que les clients des sociétés de services continuent de consommer des missions fondamentales, qui constituent le cœur même du conseil, et sont essentielles à la continuité de leurs activités. Ce périmètre de missions garantit ainsi un niveau d’activité minimum aux entreprises de services.
Une transition portée par des différences géographiques fortes
La prudence est de mise, mais il est intéressant de s’attarder sur le fait que le marché reste en croissance et que certaines géographies ne connaissent pas de ralentissement.

C’est pourquoi de nombreuses entreprises de services regardent outre-Atlantique, outre-Manche en Europe ou en direction du Moyen-Orient. Ce sont des décisions stratégiques en termes d’investissements ou d’implémentations.
Les marchés les plus attractifs pour le conseil restent les États-Unis, le Royaume-Uni, le Moyen-Orient et le Japon. C'est là que le conseil est le plus rentable, avec une forte pénétration du marché, une bonne compréhension des clients et des tarifs relativement élevés.
- PER BREUER, Global Managing Director, Roland Berger
Dans certains marchés perçus comme tout aussi attractifs, des préoccupations géopolitiques grandissantes amènent des entreprises comme McKinsey à réévaluer leur implantation.
McKinsey réevalue sa présence en Chine
McKinsey supprime environ 500 postes en Chine dans le cadre d'une réévaluation de sa collaboration avec les entreprises publiques chinoises, sur fond de risques de sécurité croissants.Face aux tensions croissantes entre les États-Unis et la Chine, les associés de McKinsey s’inquiètent des risques liés à leur présence dans le pays. Cette préoccupation pourrait expliquer la réévaluation de sa collaboration avec les entreprises publiques chinoises et les récentes suppressions de postes (Consultor, 2024).
Quelles stratégies d'internationalisation possibles ?
  • Capitaliser sur les clients actuels ayant une présence internationale pour faciliter l’expansion.
  • Envisager l’acquisition d’entités locales pour accélérer l’ancrage et renforcer la compétitivité sur les marchés cibles.
  • Aux États-Unis, le marché des ESN est fortement influencé par les éditeurs de logiciels. Il est donc nécessaire de nouer des partenariats avec les leaders du secteur (Oracle, Salesforce, etc.) pour s’y implanter.
Des décisions géopolitiques qui bouleversent le système global
La majorité des grands cabinets ont une empreinte internationale et regardent de près l’ensemble des décisions politiques prises au niveau national comme international. Dans le contexte actuel (arrêté à février 2025 dans le cadre de la rédaction de cette étude), le commerce international et ses règles sont mis à mal : politiques liées aux droits de douanes, fermeture des frontières, et législations contraignantes envers les entreprises de services (telles que la CSRD, qui impose un reporting ESG renforcé, et le DORA, qui soumet les prestataires financiers à des exigences strictes en matière de cybersécurité et de gestion des risques numériques).

Des décisions qui font émerger de nouvelles préoccupations : comment conserver sa marge lorsque les compétences sont importées de pays aux TJM plus faibles, mais que l’augmentation des droits de douane pèse lourdement sur les coûts ? La relocalisation des compétences devient-elle une nécessité ? Et comment exporter ses services tout en restant compétitif à l’étranger ?
La situation économique est actuellement une sorte de boîte noire, en particulier sur nos marchés européens clés : l'Allemagne et la France. Cela génère de l'instabilité, et les entreprises n'aiment pas l'incertitude.
- STEPHAN WEBER, COO Groupe, Bearing Point
Comment jugez-vous ce contexte économique parrapport à 2024 ? (en %)
54
39
4
3
Difficile
Bon
Très bon
Très difficile
2025: A Year to Navigate with Caution

Cost Optimisation at Every Level

Professional services are implementing sophisticated strategies to streamline their fixed cost structures without resorting to rigid austerity measures or large-scale redundancy plans.

Human resources management is taking a calculated approach, prioritising targeted recruitment while optimising existing talent through cross-department allocation across business units and countries. This prevents unnecessary hires when qualified resources are already available within the organisation.

At the same time, companies are undertaking a comprehensive rationalisation of shared tools and external expenditures, maximising operational efficiency. In short, professional services are finding ways to do more with less—focusing on agility, resourcefulness, and strategic cost management.

Caution and Attractiveness: A New Challenge for Professional Services

Professional services and consultants are adopting a cautious approach as the labour market becomes increasingly competitive due to a decline in job offers and a rise in demand.

Two key trends are emerging:
  • Influx of junior applicants: Fewer job openings are intensifying competition, leading to a surge in applications, particularly from entry-level candidates.
  • Caution among senior talent: These experienced professionals—crucial to business growth—are prioritising stability and security, making them hesitant to change employers in an uncertain economic climate.
Employee retention rates in the audit sector have stabilised and even improved in recent years. This trend can partly be explained by a less dynamic job market but also results from initiatives implemented to enhance the sector’s attractiveness.
SÉBASTIEN HUET
Partner
EY
In 2025, as market uncertainty persists, companies will remain prudent in their hiring strategies. However, attractiveness will be a critical lever in persuading both top junior and senior talent—essential for long-term growth—to take the leap.

Increasing Margins at Any Cost

With contract durations becoming shorter, maximising margins has become a top priority for professional services. Strengthening clients loyalty and commercial activity are now key to sustaining growth.

To secure and win new contracts, investment in skills must be strategically directed toward high-growth segments. This often involves leveraging internal mobility to optimise existing talent rather than relying solely on external recruitment.

Moreover, specialisation in key areas is essential for establishing industry leadership and maintaining a strong competitive edge in an increasingly challenging market.
    The year 2025 is set to be complex. Our main objective will be to leverage the lessons learned from 2024 by focusing on profitability and innovation.
    ISABELLE CHEVALLIER
    Group COO
    Palo IT
    Ambidextrous leadership is key: balancing rapid, agile innovation in AI and other thought leadership topics, while providing as well impactful more “classical” consulting services with focus on performance, cost and efficiency.
    PER BREUER
    Global Managing Director
    Roland Berger

    Layoff Announcements: Louder Than the Reality

    In 2023, Accenture announced plans to cut 19,000 jobs over 18 months, representing 2.5%* of its workforce. However, the company’s 2024 annual report tells a different story: its total workforce has actually grown, reaching 774,000 employees compared to 733,000 in 2023, alongside a one-point increase in resource management. While certain job categories and regions may have been more affected than others, the company continues to expand, demonstrating that headline-grabbing layoff announcements do not always reflect overall business trajectory.

    This trend is evident at McKinsey, where layoffs have particularly affected junior employees, leading to a workforce reduction of approximately 25%. Geographically, the company has cut its workforce by 13% in the United States and 11% in Europe.

    BCG, on the other hand, has shown the opposite trend, with a 5% increase in its workforce in the United States and a 2% rise in Europe. These discrepancies highlight the sector's ability to continue growing depending on the strategies adopted (James O’Dowd, Founder & Managing Partner at Patrick Morgan).
    *Source : Les Echos, «Le cabinet de conseil Accenture va licencier 19.000 salariés», 2023
    We continue to recruit even in a challenging market. Indeed, growing our teams aligns with our strategy for sustainable growth. We therefore maintain a certain level of hiring for young graduates. What matters most to us is their enthusiasm for joining our project, their energy, and their potential. When we recruit young talent, it’s to build the future.
    PHILIPPE DAJEAN
    Partner
    Wavestone

    Rationalising External Expenditure: Freelancing on the Decline

    After a period of strong growth, the use of freelance consultants is experiencing a significant slowdown, driven by several key factors:
    • Declining client demand: Companies are cutting consultancy budgets, reducing the need for temporary workforce expansion through freelancers. When external expertise is sought, it is typically for highly specialised skills.
    • Skills shortages: Professional services are prioritising internal training over external expertise, investing in their own talent development.
    • Skills saturation: Certain sectors, such as marketing and communications, are facing an overabundance of independent professionals, leading to increased competition and lower demand.
    • Return to companies: Economic uncertainty is prompting many freelancers to seek stability in traditional employment, opting for more secure positions within established companies.
    However, despite the overall slowdown, freelancing remains strategically valuable for professional services. It continues to be relevant in specific cases, particularly for addressing internal capacity shortages or providing highly specialised, hard-to-find expertise.
    The approach to freelancing is driven either by the need for specific skills or to supplement internal resources when they are stretched to capacity.
    MATHILDE LE COZ
    HR Director
    Forvis Mazars in France
    Preparing for the Future
    In a cautious market, professional services companies must focus on developing and retaining key skills. This requires a significant investment in training and recruitment, which are essential to maintaining competitiveness.

    How can skills and the business perspective be reconciled?

    The solutions include initiatives such as training and cross-department allocation, which not only develop skills but also optimise the use of human resources. It also means drawing on more expert profiles by recruiting externally and not just by developing profiles from the pool of junior staff present in the company.

    Skills management must therefore be strategically aligned with business objectives. In 2025, the focus will be on specialising employees and engaging them in rewarding work. Investing in key talent is a key differentiator and a long-term investment. By ensuring high levels of performance and quality of delivery, it fosters a virtuous circle of engaged teams, increased clients satisfaction and, ultimately, greater loyalty.

    Cross-Department Allocation as a Strategic Lever

    In a tight market, cross-department allocation emerges as a key strategy for optimising resources, maximising profitability, and capitalising on growth opportunities. This approach involves aligning skills and talent with high-demand business areas and redeploying resources from slower markets to those with stronger activity.

    The objective is to facilitate cross-department allocation across different business units and geographic regions, allowing companies to strengthen their presence in the most profitable markets, even without dedicated local teams.

    As a result, cross-department allocation becomes a crucial lever for maintaining the competitiveness and resilience of professional services in an uncertain economic landscape.
    We know how to adapt to market conditions, and when a sector or business activity faces difficulties, we demonstrate agility and solidarity. In such cases, we implement cross-staffing between business units. For instance, we may ask one practice to handle the staffing of around ten consultants from another practice facing more challenges, particularly when it comes to junior consultant profiles.
    PHILIPPE DAJEAN
    Partner
    Wavestone

    In a nutshell

    The recruitment market remains fiercely competitive for top talent. And these are the people you want to retain.
    PER BREUER
    Global Managing Director
    Roland Berger

    Seeing the Bigger Picture


    The consulting market’s new start in January 2025 is clearly not met with the same enthusiasm as the rest of the economy.

    In Germany, the Bundesverband Deutscher Unternehmensberatungen (BDU) has released its traditional business climate index for the consulting sector. While the decline is less pronounced than in previous quarters, it remains a decline nonetheless.

    Meanwhile, the Management Consultancies Association (MCA), the 65-year-old British counterpart to the BDU, which represents 90 consulting companies, is projecting 6.4% growth in 2025 and 8.7% in 2026. These figures fall far short of the 12-13% growth seen in 2023 and 2024, and are even further from the +20% surge of the post-Covid years.

    In France, Syntec Conseil president David Mahé, in an interview with La Lettre du Conseil, describes a cautious and vigilant business climate. Another partner at a major technology consultancy notes a "very, very quiet" start to the year among clients, with €200,000 to €300,000 contracts now taking months to finalise.

    Adding to the gloom, a well-known management consultancy with around 1,000 employees recently announced a freeze on promotions and salary increases. Clearly, this is not a time for celebration.

    Taking a Step Back

    However, it’s important to maintain perspective.

    Even as the MCA reports slower growth projections compared to previous years, it remains optimistic about the sector’s long-term trajectory. Its latest annual report reveals that cumulative fees of its member companies have nearly doubled in five years, rising from £10.56 billion in 2018 to £20.4 billion.

    A similar pattern is evident in France. Data compiled by the Guide du Conseil en Management for companies continuously present in the country between 1995 and 2017 show that the sector has weathered major crises, including the dot-com bubble (2000), the financial crisis (2008), and the Covid-19 shock (2020).

    The numbers speak for themselves:
    - Boston Consulting Group has grown from €50 million to €300 million in revenue.
    - McKinsey from €150 million to €300 million.
    - Bain & Company from €10 million to €100 million.


    The consulting industry is expanding, even if it remains subject to cyclical slowdowns.The early 2025 downturn will not be the first—nor the last. But those with a long-term vision will see opportunity beyond the storm.
    BENJAMIN POLLE
    La Lettre du conseil
    2025
    B.
    Margin-Related Challenges for Improved Profitability
    Increase Profitability Through a Transformed Operational Model
    Intensifying economic uncertainty and margin pressure are compelling companies to rethink their operating models.
    Our objective is to assert and bring to life the ambitions we have set in terms of growth and maintaining the firm's strong profitability—while, if possible, further improving the Average Daily Rate (ADR).
    OLIVIER HERVO
    Managing Director
    mc2i  

    Changing the Operating Model

    To increase margins, professional services will adopt a more cautious approach in 2025:
    • Limiting salary increases.
    • Reducing investment in new tools and internal transformation.
    • Placing greater emphasis on mission profitability.

          Cost Reduction Checklist

          • Optimise operational expenses
          • Streamline internal processes and tools
          • Review and adjust recruitment policies
          • Leverage AI as a daily asset and prioritise tech investments
          • Maximise resource efficiency

          Enhancing Delivery Through AI

          However, the key to navigating these changes lies in bold innovation in terms of internal working practices. Companies must radically rethink their core operating model, by integrating the latest technological advancements that are reshaping the way we work.The primary focus will be on enhancing productivity through AI and emerging technologies, including the implementation of AI agents and the evolution of work methodologies.
          Many young consultants believe they can complete their assignments using only ChatGPT, and to be honest, that concerns me. It's crucial to provide clear explanations and proper training. ChatGPT is not a tool that simply delivers the truth—it requires critical thinking and careful interaction to be used effectively.
          JULIEN FLOCH
          Associated Partner & CTO Advisory
          Wavestone

          Putting Client Satisfaction Back at the Centre

          Client satisfaction remains an absolute priority, as it is directly linked to contract renewals and profitability, making it a prerequisite for growth.

          Achieving this requires providing clients with top-tier expertise, which means dedicating time to internal training (see Part 2), and exceeding expectations to build long-term relationships.

          To ensure this strategy is successful, monitoring clients satisfaction indicators is no longer optional—it’s vital!
            Our relationship with clients is a true partnership. They turn to us because they seek a genuine partner by their side. Our goal is to outperform expectations and go above and beyond for our clients.
            OLIVIER HERVO
            Managing Director
            mc2i  
            A genuine partnership goes far beyond a simple client-supplier transaction: it is a win-win approach that drives overperformance by aligning shared goals and mutual commitments to achieve, or even exceed, common objectives.
            OLIVIER HERVO
            Managing Director
            mc2i  

            Key Operating Model Optimisations for 2025

            In 2025, key trends will emerge to enhance the EBITDA of professional services:
            • Smarter resource allocation: Prioritising the most profitable projects and clients.
            • Stronger retention of key talent: Reducing recruitment and training costs by improving employee engagement.
            • Greater agility: Ensuring companies and consultants can quickly adapt to market shifts.

              Apply Smart Staffing™ to Improve Margins and Operational Efficiency

              Napta enhances human resource allocation with Smart Staffing™, a solution designed to meet the evolving operational needs of professional services while driving EBITDA growth.

              Key Benefits of Smart Staffing™:
              • Optimised resource allocation: Rapidly identify the best talent for high-value assignments.
              • Faster RFP responses: Instantly access resource availability and quickly submit relevant resumes.
              • Precise skills mapping: Align employee expertise, aspirations, and availability to improve decision-making and prevent scheduling errors.
              • Lower turnover costs: Increase transparency and engage employees in projects that align with their career goals.
              • Proactive risk management: Utilise real-time alerts and predictive analytics to safeguard margins and project performance.
              • Enhanced organisational agility: Quickly adapt to shifting priorities and evolving project requirements.
              By aligning profitability with clients satisfaction, Smart Staffing™ provides a rational, technology-driven solution for optimising operational processes and increasing long-term business value.
              Optimise Operations
              As we have seen, professional services face complex challenges—not only across geographies and sectors but also within their own internal structures. Key issues include pricing repositioning, cost reduction, and the need to strengthen market positioning to remain competitive.

              Pricing: Value Challenges and Fixed-Price Models

              The emerging paradigm is as follows: thanks to advancements in skills and the integration of artificial intelligence, it is now possible to achieve in one day what previously required ten days of work. While the value of the project remains unchanged at €10,000, clients now expect a price reduction—often down to €1,000—based solely on the time saved.

              To address this, two solutions exist: first, implement a new approach that emphasises value rather than just time spent; second, increase the number of projects. This requires setting clear KPIs, aligning on expected results, and properly staffing teams.

              One potential solution is to translate the achievement of the final value into success fees, which can be added to the original estimate. This approach gives additional financial weight to the importance of client satisfaction throughout the project's lifecycle.

              Success Fees

              Publishers Pave the Way for Success Fees

              The Agent Force economic model at Salesforce integrates success fees by structuring compensation as a commission upon contract signing. This means that remuneration is not based on usage or recurring fees, but rather on achieved success—aligning incentives directly with performance.

              Success Fees: A Winning Model for Professional Services—So Effective That Clients Keep Coming Back

              If your performance exceeds expectations, some clients may want to revert to a more traditional model afterward. We have seen cases where, after a successful initial phase, clients realised they had paid more than expected and requested a return to traditional pricing for the next phase.

              Finding the Right Hybrid Solution

              The traditional pricing model and the success-fee model are not mutually exclusive. The future may lie in a hybrid approach, where pricing is split—80% based on the traditional model and 20% as capped success  fees. This structure provides clients with reassurance while ensuring that service providers are still incentivised by performance.

              Shifting the Focus to Package-Based Pricing

              To break away from the time-based pricing model, an alternative approach is to emphasise packaged service offerings. By selling assignments as fixed-price packages, companies assume the risk of exceeding the allocated time—but also the opportunity to complete projects faster and, in turn, increase margins.

              This model demands even more precise forecasting and resource allocation to manage potential project overruns or accelerations effectively. However, all indicators suggest that clients remain willing to invest in quality services and allocate their budgets accordingly. As a result, this approach does not necessarily drive down Average Daily Rates (ADWs) but instead reinforces the value delivered.
              Clients are willing to pay high prices for impactful service.
              PER BREUER
              Global Managing Director
              Roland Berger
              Switching to models such as fixed-fee engagements or 'outcome as a service' reshapes billing by emphasising results over time. With accurate forecasting, rigorous staffing, and assets like software, we enhance margins while fully capturing the value created for our clients.
              STEPHAN WEBER
              Group COO
              Bearing Point

              Service Quality: The Key to Clients Satisfaction and Business Growth

              Retention is a topic often discussed in relation to employees, but it is also a key issue when it comes to clients. Retaining existing business and having the resources to develop it is the best way to drive growth. It all comes down to the quality of work delivered, meeting and even exceeding clients expectations. How? By ensuring the right skills, the right expertise, a strong understanding of key issues, and fostering interpersonal relationships between the service provider and the clients.

              To ensure everything runs smoothly, implementing KPIs around client satisfaction remains the most effective way to manage and refine your strategy.

              Focus on Improving Conversion Rates

              2025 is the year to improve the conversion rate of offers sent to clients or prospects. You need to convert business where it is. This means paying particular attention to the proposed pricing model, the project team, the skills mobilised, and the people involved in the deal.

              In these times of caution, procurement plays a particularly important role in commercial negotiations at the European level. Interestingly, this is not the case in all geographical areas.

              What Role Does the Procurement Department Play in the Contracting Process with an IT Services Company ? Europe vs. USA

              According to Daniel Jarjoura, Managing Director at Avolta, the key difference between the European and American markets lies in their approaches to procurement and project management:
              EUROPEAN MARKET:
              • Dependence on Integrators:  Limited in-house expertise leads companies to delegate design and execution to integrators and service providers.
              • A Structured and Cautious Framework: Technological choices are heavily influenced by security and regulatory requirements, which take precedence over cloud migration decisions.
              • A structured and cautious framework: Before any migration to the cloud, decisions undergo strict validations, which slows down the adoption of innovations.
              US MARKET:
              • Autonomy and Internal Management: CIOs take direct control of digital transformation, allocating substantial budgets to specific solutions (e.g., software, generative AI, cloud).
              • Flexibility and Speed: With less reliance on external service providers, US companies integrate solutions internally, enabling the rapid adoption of innovations.
              • Increased power for IT departments: The more liberal and risk-oriented American culture affords CIOs far greater leeway than in Europe.
              CONTRASTING MODELS:
              American Liberalism vs. European Prudence
              UNITED STATES
              A liberal and proactive approach, where companies retain full control over their digital transformation.
              EUROPE
              A secure and regulated approach, where integrators play a key role in the selection and implementation of solutions.
              CONSEQUENCE:
              Slower Adoption Rate in Europe

              Despite a significant digital market (€70 billion in France, with 60% allocated to professional services), Europe remains more cautious in its approach to cloud transition and new technology integration.

              Pricing Expert and ‘New’ Skills

              The market has witnessed the emergence of new strategic capabilities that are now essential for professional services. With these advancements comes the challenge of accurately pricing their implementation, particularly when they involve new skills for which industry benchmarks are less familiar to clients.

              The surge in demand for emerging expertise, especially in artificial intelligence, requires clients to assess the projected value of each project to better understand the pricing. Therefore, conducting ROI analysis from the outset is crucial to educate and familiarise clients with these new capabilities and their true business impact.
              Companies now have a better understanding of AI tools such as ChatGPT and CoPilot. Client expectations are evolving: they want to know how to deploy them effectively and what return on investment to expect, as these tools involve significant costs.
              ISABELLE CHEVALLIER
              Group COO
              Palo IT
              There was a surge of enthusiasm for AI topics two or three years ago when GPT emerged. Many companies started developing MVPs and similar initiatives. However, we are now hearing from a number of our clients who express some doubt or disappointment, as it hasn’t delivered the transformative impact they initially expected.
              MANEL OLIVA-TRASTOY
              Partner
              Bain & Company

              Implementing Centralised Systems

              Optimising operations is essential, particularly for multi-location structures. By strengthening key market positions while maintaining strict cost control, professional services are adopting centralised systems like Napta to standardise practices across different regions.

              This synchronisation ensures consistency across borders, facilitating the sharing of best practices, cost optimisation, and an agile response to local challenges. One key application of this approach is cross-department allocation, allowing companies to efficiently allocate resources across multiple locations.
              In our organisation, which operates across 10 countries, harmonisation and better coordination between subsidiaries are paramount. The Napta tool has been adopted to provide a centralised view of skills and facilitate resource sharing on an international scale.
              ISABELLE CHEVALLIER
              Group COO
              Palo IT
              The Central Role of Clear AI Positioning in Business Growth
              Hot topic or lasting transformation? AI is not just a passing trend—it is a structural game-changer reshaping the sector. Its impact is twofold :
              1. Internal Operations – AI is redefining how work is organised and executed within companies.
              2. Market Evolution – A new breed of businesses is emerging, shaped by AI-driven transformations.

              This dual challenge—skills development and technological integration—introduces both opportunities and complexities. While 50%* of CEOs expect generative AI to boost profitability in 2025, expectations should be managed carefully. In 2024, 46%* anticipated gains from AI, yet by early 2025, only 34%* had actually realised them. These figures highlight the disparity between AI ambitions and the reality of implementation, underscoring the need for a strategic, measured approach to AI adoption
              *Source : PricewaterhouseCoopers, UK CEO Survey 2025

              Modelling Your Offer on AI

              Offering AI-based services is now a prerequisite in this rapidly evolving market. However, with intense competition, it is essential to clearly position yourself in the eyes of clients by demonstrating strong internal expertise and ensuring seamless project execution.

              Launching an AI project for a client involves several key stages:
              • Structuring the project.
              • Implementing a tangible ROI system to justify investment and unlock budgets.
              • Supporting the project launch with the latest cutting-edge expertise.
              • Monitoring project performance and client satisfaction.

              AI: Significant Preparatory Work Before Taking Action

              Today, many organisations are eager to embark on operational AI implementation projects. However, several preliminary steps must be completed beforehand, often delaying the involvement of professional services in the process:
              • Question of internal data ownership.
              • Question of internal data localisation.
              • Question of data security.
              We must transition from being data collectors to becoming data interpreters and strategists.
              JULIEN FLOCH
              Associated Partner & CTO Advisory
              Wavestone
              There is an opportunity not only in AI implementation for clients but also in project structuring—the cornerstone of future success.
              To create your offer, you must have the necessary skills to address these stages but also position yourself in the market as a leader in these areas.

              Some players have already taken this position in recent years, making it essential to adopt a differentiation strategy to gain market share.

              How to Establish Yourself in the AI Market?

              • Be a pioneer in specific skills.
              • Position your brand correctly and communicate it effectively.
              • Create a new hub or dedicated entity (or acquire a specialised organisation).
              • Strengthen your position through feedback and delivered projects for greater legitimacy.
              • Own your methodology and data to address key security and confidentiality challenges.
              • Engage with publishers and specialised companies to form partnerships.
              AI has certainly taken off, but I think large corporations are still lagging behind in its adoption.
              - ANONYMOUS JUNIOR CONSULTANT

              Professional Service companies are Partnering with AI Editors

              Bain was the first strategy consulting firm to partner with OpenAI, establishing the deepest collaboration to date, granting us exclusive access to their developers. We also have partnerships with leading solution providers such as Microsoft and P Self. At Bain, we collaborate with key technology players to combine our strategic vision with their technical expertise, delivering comprehensive solutions tailored to our clients' needs.
              MANEL OLIVA-TRASTOY
              Partner
              Bain & Company
              PwC partners with OpenAI, becoming the largest client of OpenAI’s ChatGPT Enterprise offering. This integration enables PwC to incorporate advanced AI capabilities into its tax, audit, and advisory services
              Source : The Wall Street Journal, «Amazon AI Veteran Joins PwC to Lead Innovation and AI Push», 2024.
              In November 2024, KPMG also partnered with Google Cloud, announcing a $100 million investment over four years. The goal of this partnership is to enhance KPMG’s AI services by developing AI agents and training employees in AI technologies
              Source : «KPMG Invests $100M in Google Cloud Alliance to Accelerate Enterprise Adoption of AI for Clients», 2024
              Many such partnerships are emerging; we could also mention Capgemini and Sopra Steria with Mistral…
              How do your clients currently perceive the use of AI in your services? (in %):
              37
              32
              17
              14
              As a technology that is little or not utilised
              As a commercial opportunity
              As a major differentiating advantage
              As an essential requirement
              We advise our clients to carefully consider where the real value lies for them and where to start. I believe this is a role that Bain can bring, which specialised consultants or AI-focused development consulting firms do not necessarily provide.
              MANEL OLIVA-TRASTOY
              Partner
              Bain & Company

              A robust AI strategy also means attracting top talent

              In the tech industry, talent seeks companies at the forefront of innovation, offering stimulating projects. This is a key criterion for attracting and retaining the best profiles.
              ISABELLE CHEVALLIER
              Group COO
              Palo IT
              What We Are Seeing:
              Professional Services that develop AI-integrated tools are beginning to establish themselves in the SaaS publisher market, offering their own solutions directly to their clients.
              II.
              A Skills-Based Approach to Business
              Matching Skills to the Market in 2025: Forecasts and Strategic Choices

              Using Forecasting to Align Skills with Real Needs

              A skills-based approach will be the key focus in 2025. The attractiveness of consulting roles will be crucial, with a growing need for positive impact to attract and retain consultants. And, of course, business conditions will remain a cyclical challenge requiring prudence, resilience, and motivation.
              MATHILDE LE COZ
              HR Director
              Forvis Mazars in France
              With low-growth project demand and high-margin pressures, accurately aligning skills with project needs is more crucial than ever.

              By 2025, forecasting will become a key driver for anticipating skills demands and strategically placing talent in projects that require increasing specialisation. This approach will not only meet current market expectations but will also better prepare professional services for future developments while mitigating risks.

              It all comes down to skills, and three key challenges will emerge by 2025:
              • Tools: Implementing the right systems to track skills and forecast demand.
              • Training: Ensuring professionals possess both current and future in-demand skills.
              • Retention: Keeping top talent engaged and committed.
              Complementary challenges will also arise, including:
              • Economies of scale through a globalised and optimised structuring of processes and tools.
              • Attractiveness: Strengthening employer branding to attract the best talent.
              And you… What are your priorities?
              Take the test!
              Decision Tree

              Decision Tree: What Are the Key Skill-Related Challenges in 2025?

              A.
              Equip. Train. Retain.
              Prepare for Critical Skills Shortages
              The rise of generative artificial intelligence (Gen AI), data, and cybersecurity roles is driving a growing demand for specialised technical profiles. To meet client expectations, you need to equip yourself with the right tools to understand available skills, identify profiles that can be upskilled, and determine necessary recruitment. Having the right tools also translates to cost reduction.
              A forward-looking approach is essential: what skills do I have today, and what will I need tomorrow? The HR challenge is to understand which skills are available, how they exist in the market, and how many workers possess them.
              MATHILDE LE COZ
              HR Director
              Forvis Mazars in France
              Some Examples of In-Demand Skills for 2025 :
              • Cybersecurity: Experts in system protection and risk management.
              • AI and Data Science: Specialised developers, data engineers, and machine learning experts.
              • Regulation and Compliance: Specialists in evolving standards, such as the CSRD.

              How Can Professional Services Anticipate and Mitigate These Skills Shortages?

              I. Precisely map out current and future skill needs using predictive analysis tools.

              This challenge now extends beyond individual companies, as the World Economic Forum has recognised it as a global issue.

              The Taxonomy of Skills

              A Necessity for Becoming a Skills-Based Organisation and a Key Challenge in 2025

              To fully leverage these changes, adopting a skills taxonomy is essential for:
              • Accurately mapping current and future skills.
              • Identifying synergies between different skill sets.
              • Facilitating mobility and career development by aligning training with future business needs.

              The World Economic Forum's Perspective

              According to the World Economic Forum (WEF), the Global Skills Taxonomy should be adopted not only by companies but also at the government level to effectively address the evolving needs of the market. This strategic framework aims to enhance employability and diversity across sectors, ensuring skills development aligns with both current and future workforce demands.

              What Is the Global Skills Taxonomy?

              The Global Skills Taxonomy organises skills into clear and universal categories, enabling precise identification and targeted development of competencies in line with global market trends.It aims to standardise skill definitions across industries to enhance alignment between business needs, government policies, and education programmes, enabling more effective and inclusive talent management.

              What Are the Benefits and Who Will Benefit?

              • Businesses: Optimise recruitment and training, ensuring the workforce is adapted to current technological and social demands.
              • Governments:  Inform employment policies to better address economic challenges and close skills gaps.
              • Education: Align curricula with industry needs, increasing graduate employability through practical, in-demand skills.
              Source : Global Skills Taxonomy Adoption Toolkit, World Economic Forum, 2025

              How Does Napta Help Professional Service companies?

              Napta offers an integrated approach focused on identifying and optimally allocating skills to help service companies fully leverage their talent pool.

              With its Skills Decoder™ module, Napta centralises and automatically analyses employee skills and certifications.  Using artificial intelligence, it identifies similarities between different skills, detects critical skill gaps and anticipates future talent needs.

              THE RESULT?
              A clear, data-driven understanding of internal strengths, in-demand skills, and untapped opportunities.

              What Does This Mean in Practice?
              • For Companies: Proactive workforce planning, with detailed reports on available and missing skills, ensuring better alignment between talent and project/client needs.
              • For Management: Faster, more informed decisions on recruitment, internal mobility, and skills development.
              • For Employees: Personalised career paths that enhance engagement and satisfaction, ensuring optimal skill-role matching.
              By placing talent at the core of professional services, Napta transforms skills challenges into strategic advantages, driving sustainable performance, agility, and alignment with evolving market needs.
              Beyond Tools: Additional Strategies to Explore:

              II. Collaborate with educational institutions
              to develop courses that align with emerging market needs.
              This year, we will continue to recruit extensively. Our hiring strategy is focused on young graduates, targeting around forty key universities—both engineering and business schools—to establish true partnerships and build strong recruitment strategies.
              OLIVIER HERVO
              Managing Director
              mc2i  
              III. Establish yourself as an employer of choice to attract and retain top talent.

              IV. Implement training programmes and recruitment strategies tailored to specific profiles, ensuring the development of key skills internally.

              In a nutshell

              The current talent pool emerging from schools remains too small to meet the demand of professional services. The widening gap between the need for technical skills and the limited capacity of educational institutions to produce sufficient qualified professionals must be addressed.
              DANIEL JARJOURA
              Managing Director
              Avolta

              Investing in Training to Meet Skills Needs

              Once skills needs and available talents have been analysed, strategies must be implemented to bridge the gaps.

              These strategies rely on two key pillars: recruitment and training. In the uncertain context of 2025, hiring is slowing down, bringing a critical question to the forefront: What is the right investment strategy for training? Training requires time spent on non-billable activities, which means accepting longer gaps between contracts to allow employees to develop new skills. This has a direct impact on EBITDA, making it essential to adopt a medium-term strategy. When done effectively, training allows companies to position themselves in high-growth sectors and strengthen their employer brand. To make effective investments, it is essential to target the right skills and develop a strong company culture. This ensures that investments in employees have a lasting impact, reduce turnover rates, and strengthen over time.

              The stakes for professional services are high: without a proactive strategy to anticipate and develop skills, they risk falling behind in an era of rapid transformation. Failing to actively address these skills gaps could not only hinder their growth but also jeopardise their competitive position in the market.
              You must recruit, invest in, and develop talent gradually, while staying responsive to the market and avoid moving too fast or too slow. On the expert side, technical skills are essential to be able to assess developments in the market, for creating and challenging proofs of concept, advising on AI strategies, etc.
              PER BREUER
              Global Managing Director
              Roland Berger
              Accepting longer bench-time periods means investing in training and skills development. Rather than being an immediate cost, it’s a strategic investment in the medium and long term to strengthen internal expertise and better adapt to market developments.
              DANIEL JARJOURA
              Managing Director
              Avolta
              Training: Providing Clients with the Best Service
              To overcome skills shortages and position themselves for the future, professional services  must actively invest in training and development. This strategic approach not only addresses existing skills gaps but also equips teams to adapt swiftly to emerging challenges.

              Training to Address Technological and AI Transformations

              The rise of technologies, including artificial intelligence, requires employees to rapidly upskill in order to stay competitive and effectively integrate AI into internal practices.
              AI is transforming the way we work by making our services faster and more efficient. However, we must ensure that we capture the value it generates and adapt our training accordingly.
              STEPHAN WEBER
              Group COO
              Bearing Point
              Proper use of AI by consultants will, I believe, be a massive competitive advantage, both against their colleagues and within firms.
              - ANONYMOUS JUNIOR CONSULTANT

              Training as a Tool for Agility and Expertise

              In an uncertain environment, training is essential for strengthening internal skills and meeting the growing expectations of clients with high-quality services. It becomes a strategic lever, aligning internal development with external demands and reinforcing the position of professional services firms within their sector.
              We face a real training challenge, as new essential components—both in terms of subject matter and the techniques used—are set to profoundly transform our profession.
              SÉBASTIEN HUET
              Partner
              EY
              Clients, for their part, expect increasingly specialised services, requiring consultants to continually upgrade their skills. Training enables staff to:
              • Adapt to high demand: Align training with strategic areas such as cybersecurity and technological innovation.
              • Maintain a level of excellence to ensure client satisfaction:  Training in advanced tools and methodologies enables the delivery of high-quality services. Companies such as mc2i are launching initiatives to enhance skills in advanced tools, ensuring their clients receive a high standard of mission quality. This challenge is fully justified by the need to maintain high client satisfaction, which is crucial for securing renewals and engagement extensions.
              The skills market is highly unbalanced. There are shortages in technical, IT, and sustainability fields. Certain skills, such as consolidation and accounting expertise, are becoming more expensive due to their declining attractiveness.
              MATHILDE LE COZ
              HR DIrector
              Forvis Mazars in France

              Training: A Key Factor in Attracting and Retaining Talent

              Employees want the ability to transition between sectors and continuously develop their skills. This is why they seek ongoing training in this industry, both on the job and during bench-time periods.
              What they want today is continuous learning. They want to learn every day through micro-training, access a library of content, and utilise resources on demand.
              ANAÏS PIERRE
              Director
              PwC
              We invest a lot in on-site training, bringing people together. Then we do a lot with e-learnings and trainings. Consultants are eager to learn, they want to progress. Our senior consultants take part in hybrid programmes at Oxford. It's an investment, but it motivates our talent and strengthens their loyalty.
              STEPHAN WEBER
              Group COO
              Bearing Point

              Training: A Lever for Overcoming Resistance to Change

              Technological and organisational developments can sometimes create fears and resistance, which can be mitigated through appropriate training.

              Supporting Employees Through Technological Transition and Integration:
              The adoption of technologies such as AI, requires gradual and tailored learning. Professional services must demonstrate AI’s positive impact to their teams to convince even the most sceptical.
              I believe one of the disappointments with AI has been the failure to manage change effectively. As a result, there has been little adoption, and the expected outcomes have not materialised.
              MANEL OLIVA-TRASTOY
              Partner
              Bain & Company
              Develop the Key Skill in 2025: Agility

              Focus on Agility

              Agility is a crucial issue in a context of economic slowdown, with a focus on team versatility and their ability to work on different types of assignments.
              SÉBASTIEN HUET
              Partner
              EY
              Agility is the FIRST*skill to develop in teams to meet client expectations, especially in leadership and AI.
              *Source : Quantitative survey, Napta, 2025
              Professional services are reassessing their skill requirements and adopting a flexible model to meet the imperative of agility, which is emerging as a key factor for 2025. Agility is now sought after in consultants, operational methods, ways of working, and client relationships.
              The Pillars of Agility:
              • Adaptability: Professional services must enhance their ability to adjust strategies in real time in response to changing business environments (missions are shorter, clients expect more experts and fewer juniors, etc.). This requires the development of specialised skills, a continuous commitment to training, and proactive strategic monitoring to anticipate changes in technology, regulations, the economy, and client behaviour. Additionally, it demands more precise workforce management to adapt to evolving work structures and new types of assignments. Employees, in turn, must be able to flexibly apply their skills and acquire new skills as needed.
              • Versatility: Employees must be able to handle a variety of assignments and collaborate with different teams to enhance, among other things, resilience, innovation, and knowledge sharing, with the aim of maintaining high performance.
              Impact on Talent Management
              • Recruitment: Focus on identifying adaptability and specialised skills, with an emphasis on key soft skills. This will require adjustments to recruitment processes, as well as specific training for HR to effectively identify and assess these competencies.
              • Training: A hybrid approach, combining face-to-face and remote learning, is preferred to enhance employees' skill sets beyond immediate job requirements. This includes a mix of specialised techniques and soft skills to facilitate smooth transitions between roles and challenges.
              • Development: Strengthening key cross-functional skills to directly enhance business performance and increase overall contribution.
              When recruiting, we prioritise candidates with critical thinking skills, and we provide training to ensure they understand the tools at their disposal, the audit standards, and their specific responsibilities in using technology in their roles.
              VIRGINIE CHAUVIN
              Partner and executive committee member
              Forvis Mazars en France
              When it comes to training, it is crucial to first and foremost prepare consultants for greater adaptability in response to the rapid evolution of technologies and tools.
              ISABELLE CHEVALLIER
              Group COO
              Palo IT
              Retaining Expert Profiles

              Retaining Expert Profiles

              Retaining talent after three years is the primary recruitment and retention challenge for 59% of surveyed employers.

              This figure reflects the complex reality faced by many professional services. Although turnover has recently declined due to a less dynamic labour market, professional services must intensify their efforts to retain staff in the long term.

              And these efforts appear to be paying off, as the majority of professionals in this sector are now able to plan for the long term.
              However, retention should not be pursued blindly.

              Companies benefit from focusing on retaining top and most experienced talent, particularly in strategic geographic areas. This targeted approach optimises resources and helps maintain a high level of expertise within the organisation.

              In some cases, professional services firms may need to consider downsizing to adapt to market fluctuations. While these decisions are difficult, they must be made with a long-term perspective, ensuring the company's ability to sustain its business and continue to attract and retain key talent in the future.

              Retention also comes with its own set of challenges. It requires greater focus on training programmes, skills development, and career progression to maintain employee motivation and commitment. This also influences resource management decisions, which must consider employees' career aspirations and professional growth.

              Retention Through Impact

              Companies are focusing on tangible commitments to retain talent.
              • Certifications & Labels: Palo IT exemplifies this approach with its Tech for Good certification.
              • ESG & CSRD: These issues have become key drivers of employee loyalty. Sébastien Huet highlights that "openness to these topics is seen as a major challenge, requiring new skills and increased training for audit teams”.
              • A Confirmed Expectation: 78%* of investors prefer companies that integrate sustainability.
              *Source : PricewaterhouseCoopers, UK CEO Survey 2025
              Flexibility, Impact, and Purpose: Striking the right balance will be crucial to retaining top talent.
              Attrition rates have significantly reduced compared to the past decade. This is positive for team stability and people development, and consultants are benefitting from lower attrition rates.
              PER BREUER
              Global Managing Director
              Roland Berger
              In addition to these commitments, professional services are adopting flexible strategies to optimise work organisation and enhance employee retention.
              Back to the Office: A Mixed Trend for Professional Services

              Focus on going back to the office

              While many companies are returning to in-person work, consultancies, audit firms, and IT services are adopting a more flexible approach, driven by client needs.

              EY follows a "three places of work" policy (client site, office, home), while PwC France promotes a hybrid model with three days in the office and two days of remote work. In London, some companies are adapting to clients who rarely work on-site. This built-in flexibility reflects the diverse nature of assignments and evolving expectations.

              By 2025, the focus will shift from experimenting with these models to stabilising them in response to client demands, talent attraction, and operational efficiency requirements.
              Remote work must be approached with common sense: the key lies in genuine flexibility, combined with the importance of in-person presence to strengthen collaboration and human skills.
              -  ANONYMOUS JUNIOR CONSULTANT
              Remote work embodies the flexibility sought by 88% of employees, providing a work-life balance, alignment with ESG values, and continuous learning opportunities tailored to the expectations of modern talent.
              ANAÏS PIERRE
              Director
              PwC
              The Workplace: Reflecting on Corporate Culture
              Offices are rethinking their internal organisation to adapt to this new reality:
              • Flexible workspaces
              • Adaptive attendance policies
              • Balancing in-person and remote work
              Some companies are even relocating or redesigning their offices to align with these changes. Strategies include reducing floor space due to increased remote work, opting for central locations to attract talent and enhance client proximity, and creating collaborative spaces to foster innovation.
              At Wavestone, open spaces and flexible offices are now the norm in the 17th arrondissement of Paris, ‘with the CEO and the intern treated equally.’
              -  FRÉDÉRIC DE MONICAULT, «Chez Wavestone, "le PDF et le stagiaire sont logés à la même enseigne"», Le Figaro, 12/03/24
              B.
              Skills at the Core of Decision-Making in 2025
              A New Lease of Life for Management to Drive Productivity and Excellence

              The Increasing Importance of Managers in 2025

              Managerial roles are evolving to become a catalyst for overall performance. Companies that invest in leaders who balance a results-driven culture with employee well-being achieve higher HR and financial performance.
              Retention challenges highlight the importance of managerial skills. Companies with the best managers are the most resilient.
              MATHILDE LE COZ
              HR Director
              Forvis Mazars in France

              The Challenges of an Evolving Managerial Role

              Professional services must adapt by:
              • Recruiting business leaders who embody dual expertise: maintaining a results-driven culture while fostering strong social performance to enhance team effectiveness.
              • Establishing social KPIs to measure the impact of management on productivity and employee satisfaction.
              Social KPIs should be integrated into the recruitment of managers. Social performance directly contributes to business performance. The better the management, the higher the long-term productivity.
              MATHILDE LE COZ
              HR Director
              Forvis Mazars in France
              The essence of consulting is working with people who are completely different from one another—good managers, bad managers, and everything in between.
              -  ANONYMOUS JUNIOR CONSULTANT
              This evolution will help companies strengthen their position in key areas:
              • Developing a collaborative and inclusive work environment.
              • Encouraging innovation and adaptability within teams.
              • Effectively managing hybrid teams (in-person and remote).
              • Aligning individual goals with corporate strategy.
              AI will likely reinforce the importance of soft skills and everything surrounding them in our profession. Technical skills may become less critical in the future, and as a result, human skills, managerial abilities, and commercial acumen when dealing with clients may become even more valuable.
              -  ANONYMOUS JUNIOR CONSULTANT

              An Organisational Model Evolving in 2025 to Prioritise Expert Skills

              Traditionally, professional services have adopted a pyramidal organisational model, with a large base of junior staff who progressively advance to senior, manager, and ultimately partner/director positions. This career path is structured but demanding, requiring not only technical skill development but also expertise in project management and leadership. This model shapes both workflows and pricing structures, relying heavily on junior staff to drive production.

              Today, however, this model is being challenged. Companies are hiring fewer juniors and increasingly seeking experienced experts who can better meet clients' specialised needs. This shift is driven by both the development of internal expertise and the integration of experienced external talent. As a result, organisations are gradually transitioning from a pyramidal structure to a diamond-shaped model, where intermediate and expert skills take centre stage.
              We will always need junior consultants, but we may be hiring slightly fewer of them, or they are progressing more quickly onto different assignments. They can now spend more time developing expertise and less time drafting reports.
              -  ANONYMOUS MANAGER
              Versatile senior professionals are increasingly in demand. Their experience and analytical skills are essential for navigating these new working methods.
              ISABELLE CHEVALLIER
              Group COO
              Palo IT
              The main challenge is more around profitability. If you go to the diamond shape (more expert, less junior), overall, your professional compensation is a bit higher. If you're not able to get higher rates for those people, more experienced, you will be at risk.
              STEPHAN WEBER
              Group COO
              Bearing Point

              The Challenges of This New Organisational Model

              Pricing

              To adapt to new types of assignments, project teams now include fewer juniors and more experts.
              Meanwhile, clients facing economic constraints are looking to reduce costs while demanding faster and equally comprehensive deliverables. This shift raises a critical question: how can an equivalent average daily rate be maintained when expert profiles cost more than junior ones? If team composition changes, pricing strategies must evolve to protect company margins.
              Two approaches stand out:
              • Value-based pricing with a success fee model: This requires the implementation of precise ROI and KPI indicators to justify remuneration.
              • Fixed-price contracts over time-based billing:  While offering more predictability, this approach exposes professional services to the risk of exceeding time and budget limits.

              Freelancing

              Ensuring the right skills are available at the right time for the right project depends on three key levers: recruitment, internal upskilling, and leveraging a partner network.

              Engaging external partners provides quick access to specialised expertise, reducing payroll impact but potentially limiting profit margins. In the "diamond" model, this approach allows for the temporary reinforcement of the expert pool to quickly acquire the missing skills at the level expected by clients.

              Training Experts Hired Outside the Traditional Pyramid Model

              Traditionally, the pyramid model trained junior consultants in technical skills and consulting standards (deliverables, client relations, etc.). As the structure evolves into a diamond-shaped model, a new training approach is needed to effectively integrate external experts and familiarise them with industry norms and expectations.
              We realised that these new senior profiles had real expertise, but not necessarily a good understanding of consulting. How do you structure a deliverable in the right format? How do you write an executive summary? How do you present it to the client? This led to a new type of internal training that did not exist when recruitment was done internally.
              - ANONYMOUS MANAGER

              Redefining the Junior Roles

              Junior Roles are evolving with the increasing integration of artificial intelligence, shifting productivity expectations, and new training demands. As one consultant mentioned: “What we’re selling now is quite different. It’s much more expertise, with much smaller assignments.”

              This shift towards shorter, more specialised projects means that juniors must quickly acquire advanced technical skills to meet evolving client needs.
              AI is accelerating many processes but also challenging the traditional hierarchical model. When I started out as an analyst, I spent a lot of time taking notes and drafting reports. Today, these tools can save us an enormous amount of time. However, this raises questions about the kind of training consultants will need in the future.
              - ANONYMOUS MANAGER
              Conclusion
              The year 2025 marks a period of transition for professional services, characterised by the necessary evolution of their economic, organisational, and strategic models. In an uncertain economic environment—where geopolitical tensions, cost pressures, and rapidly shifting client expectations are redefining the rules of the game—these companies must demonstrate an unprecedented level of agility.

              To thrive in a constantly evolving landscape, here are the strategic priorities for professional services companies in 2025:

              Seizing growth opportunities where they arise, with a focus on existing clients

              Professional services are turning towards promising geographical markets, particularly USA, UK, and the Middle East, where demand remains strong and pricing levels are high. They are also targeting resilient sectors such as insurance and energy while strengthening their expertise in high-growth areas like cybersecurity and artificial intelligence. The priority is expansion within the existing client base, leveraging established trust to generate new business opportunities.

              Maximising margins through rigorous financial management

              In response to economic slowdowns, professional services are intensifying efforts to safeguard their margins. This approach involves closely monitoring the profitability of each project, maintaining strict cost control, and optimising resource allocation through cross-entity allocation. Recruitment policies are becoming more selective, focusing on hiring professionals with key competencies crucial for the company’s future. The priority is now on optimising the allocation of current internal resources rather than rapidly expanding teams.

              Innovating through pricing optimisation and strategic partnerships

              Professional services are rethinking their pricing models, gradually shifting away from time-based pricing. They are exploring innovative approaches such as success fees and pricing based on the value created rather than the time invested. This transformation requires the implementation of precise KPIs and a clear demonstration of return on investment for clients. At the same time, strategic partnerships—particularly with AI solution providers—enable service companies to enhance their offerings and stand out in an increasingly competitive market.

              Investing in bold HR policies with targeted recruitment and upskilling

              With increasing demand for highly specialised skills, professional services are shifting their focus towards recruiting more experienced talent and investing in continuous training. Organisational structures are gradually evolving from a pyramidal model to a "diamond-shaped" organisation, where market anticipation and talent retention play a central role. This transformation redefines the role of consultants and necessitates a strategic rethink of training processes and the integration of experienced professionals.
              In conclusion, 2025 will be a pivotal year where prudence and innovation must coexist. Professional services that successfully navigate this unstable environment will be those capable of combining financial discipline, innovation, and workforce upskilling. More than ever, the key to success will lie in their ability to anticipate, adapt, and create value in a continuously evolving ecosystem.
              Logo Napta
              Napta stands as a smart and AI boosted solution, made to enhance resource and skills management for consulting, audit and IT services firms, with a strong focus on employee engagement and financial performance.

              Our Smart Staffing™ system revolutionises the core of resource management into an empowering, profit-enhancing, collaborative and simplified journey. Our mission is clear: to provide you with a human-centric and highly performant tool that will help you reach your best strategic decison-making process for your activity and your teams.

              Empowering over 150 organizations in more than 70 countries, Napta is a real player in the professional services industry.
              Napta
              13 rue Lafayette
              75009 Paris
              FRANCE

              Contact
              Arnaud Cammas — Managing Director
              arnaud.cammas@napta.io
              The main reasons given relate to:
              *Answers to the question “Why do you feel like your potential remains untapped?”
              Low level of responsibility
              “I feel that the directors take over the most enjoyable parts of the  assignments.”*
              “I have the feeling that I could manage customer relations more often.”*
              Inadequate assignment to match actual skills
              “I feel that the directors take over the most enjoyable parts of the  assignments.”*
              “I have the feeling that I could manage customer relations more often.”*
              The manager's poor knowledge of existing skills
              “I feel that the directors take over the most enjoyable parts of the  assignments.”*
              “I have the feeling that I could manage customer relations more often.”*

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