Consulting can be a tricky game—especially when you’re trying to navigate between two vastly different worlds: multinational or large corporations (MNCs) and small-to-medium enterprises (SMEs). As a consultant, the ability to adapt to both environments is more than just a skill—it’s an art.
Many consultants find themselves comfortable working with large, bureaucratic companies. Still, when it comes to SMEs, particularly those in the midst of generational transitions or struggling with ownership challenges, the dynamics shift completely. It requires a special type of consultant to move between these two worlds effortlessly, and sometimes even act as a bridge linking the two.
1. The MNC World: Structure, Process, and Strategy
In an MNC, you’re often dealing with layers of decision-making, complex stakeholder relationships, and lengthy timelines. It’s all about strategic alignment, data-driven decisions, and creating solutions that operate on a global level. Patience is key here. You must understand that every move must align with the broader picture of the company’s expansion, regulatory requirements, and long-term vision. However, if you’re only accustomed to this corporate rhythm, SMEs can seem like a different planet.
2. The SME World: Flexibility, Urgency, and Personal Stake
SMEs—especially those run by families or going through generational shifts—are a different challenge. Decision-making tends to be quicker (sometimes too quick), and the stakes feel higher because they are personal. If the business struggles, the owner might risk everything. When advising for an SME, you’re not just a faceless consultant; you’re often dealing with individuals who live and breathe the company’s success. The relationship with the business owner is crucial. It’s more personal, direct, and hands-on. There’s often immediate feedback—sometimes with little room for delay or buffering.
3. Generational Transitions: A Unique Consulting Challenge
One of the most challenging consulting projects I’ve undertaken involved family-owned businesses experiencing generational transitions. These firms are at a crossroads: the next generation aims to modernise the business, while the older generation clings to tradition. Consultants must not only navigate these changes but also manage family dynamics, trust, and emotions. This is where acting as a bridge becomes crucial. It’s one thing to provide advice, but entirely different to grasp the emotional and cultural fabric of these organisations. The owners’ personal investment isn’t just about profit; it’s about legacy, family, and pride. A consultant in this context must be empathetic, clear, and transparent, while keeping the focus on what’s best for the business.
4. The Balancing Act: How Do You Adapt?
So, how do you traverse these two worlds and make it work? It’s all about mindset and strategy.
- For MNCs: Think long-term. Leverage the strengths of the company’s global presence. Focus on efficiency, scalability, and ensuring everything aligns with the overall vision of the organisation. Progress is measured carefully—sometimes slowly, but always with calculation.
- For SMEs: You must act quickly and make decisions that have immediate effects. These businesses often operate on tight margins, so your solutions need to be practical and affordable. However, in family firms, the emotional aspect of decision-making cannot be overlooked. Knowing when to push forward and when to hold back is crucial. Building trust swiftly and showing an understanding of family dynamics is just as important as understanding the business itself.
5. The Skill of ‘Bridging’ the Two Worlds
What truly sets a successful consultant apart when working with both MNCs and SMEs is the ability to adapt and communicate effectively. And I don’t just mean knowing the language of business. It’s about genuinely understanding the culture, values, and pressures each organisation faces—whether it’s a boardroom full of executives or a family dinner where key decisions are made. It’s also about providing practical, tailored advice. Consultants cannot afford to deliver generic solutions; they need to be sharply focused on what is realistic in each specific context. In multinational corporations, the focus is on long-term strategy, scalability, and global impact. In small and medium-sized enterprises, emphasise quick wins, relationship-building, and actionable solutions that can be implemented immediately.
6. Finding the Right Balance
Ultimately, it’s not just about “acting” as a bridge. It’s about being one. The skill involves not only giving advice but also nurturing relationships that promote mutual understanding of challenges, opportunities, and goals. Effective communication—characterised by clarity, adaptability, and empathy—is vital.
A consultant who can excel in both environments has refined the skills of listening, adapting, and providing practical, actionable results—whether that’s crafting a global strategy or discovering new ways to involve employees in a family-owned business. It’s a unique skill set, and it’s not for everyone. But if you can navigate these different worlds with ease, you’re more than just a consultant—you’re someone who helps both MNCs and SMEs unlock their potential, regardless of size or internal challenges. If you’re prepared to operate in both arenas, this is the kind of consulting where you can truly make a difference.
