May 2022 EXTRACT

The GCC Consulting

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M a r k e t Tr e n d s P r o g r a m m e
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Q P O N M L K J I H G F E D C B A A B C D E F G H I J K L M N
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The GCC Consulting Market in 2022 27

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W h a t ’s i n c l u d e d i n t h i s r e p o r t
O ur rep or t s of fer a wealth of market sizing , grow th , and forecast data alongside engaging , in-depth analysis of the
trends that mat ter. Using our highly flexible, multidimensional model we provide firms with robust , trusted data to
make informed decisions about strategic investment s and plan for the future.

US

2 3

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A A B
C B C D
E D E
F 5 F
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6
8 7

G e ogra p hy m o del
Region in this rep or t
Regions in oth er rep or t s

A lbania C ana da G ermany Kenya N or th Ma ce donia S a u di A rabia Tanzania S e c tor m o del

A lgeria Chile G hana Ku wait N or way S erbia T hailan d
A ngola China G re e ce L eban on O man Singap ore Tunisia S e c tor s Cybersecurity consulting S ub -se c tor s
A rgentina Colombia H ong Kong Libya Pakis tan S lovakia Turkey Risks & financial management
1 En erg y & re s o urce 1 A En erg y
Aus tralia Côte d’ Ivoire H ungar y L uxemb o urg Pap ua N ew G uin ea S lovenia UA E 2 Finan cial ser vice s 1 B Primar y re s o urce s
Aus tria Croatia In dia Malaysia Per u S o uth Afric a Ugan da 3 H ealth c are
HR, change & people strategy
1 C Utilitie s
Bahrain Cy p r us In don e sia M exico Philip pin e s S o uth Korea Ukrain e 4 Man uf a c turingOperations 2 A Banking
B elar us C ze ch Rep ublic Iran M oro cco Polan d S pain Unite d K ingdom 5 Pharma & bioteStrategy
ch 2 B C apital market s
B elgium D enmark Ira q M ozambiqu e Por tugal S ri L anka Unite d State s 6 P ublic se c tor 2 C Insuran ce
B osnia E g y pt Irelan d M yanmar Qatar S u dan Ven ezu ela 7 Retail Technology & innovation
2 D Inve s tm ent an d wealth
B razil Ethiopia Isra el N eth erlan ds Romania Swe den V ietnam 8 S er vice s managem ent
B ulgaria Finlan d Italy N ew Zealan d Russia Swit zerlan d Z ambia 9 Te chn olog y, m e dia & tele coms 2 E Private e quit y
C am ero on Fran ce Japan Nigeria R wan da Taiwan
3 A H ealth c are
4 A Aerospa ce
4 B Autom otive
4 C Cons tr u c tion
4 D Consum er ele c tronic s
4 E Consum er pa ckage d go o ds
4 F In dus trial p ro du c t s
5 A Pharma
6 A D efen ce
6 B Edu c ation
6 C N ot-for-p rof it
6 D P ublic se c tor
7 A Retail
8 A B usin e ss ser vice s
8 B L eisure
8 C L ogis tic s
8 D Real e s tate
8 E Transp or tation
9 A High -te ch
6 7 8 9 9 B M e dia
5 10
9 C Tele coms
4 11
3 12
2 13
1 14

Q P O N M L K J I H G F E D C B A A B C D E F G H I J K L M N O P Q
Th e reven u e - ea rnin g m o del
28 15 1 Consulting
16 2 Managed service 3
27
3 Other (contingent fees,
26 17 software licensing,
2
25 18 associate networks)
24 19
23 22 21 20

Lin e of b u sin e ss m o del

S e r vice s
Cy b er se curit y consulting
Risk & f inan cial managem ent 1
H R , change & p e op le s trateg y
O p erations
Strateg y
Te chn olog y & inn ovation

Lin e of b u sin e ss C a pabilitie s

1 Cyb ers e curit y 1 A Cy b er s e c urit y a d vice 7 D IT training 11 G Market analysis & s trateg y 14 A P urp ose -le d s trateg y & change
2 Risk 1 B Cy b er s e c urit y in cident re sp ons e 7 E Programm e managem ent 11 H Polic y form ulation 14 B Re s o urce - ef f icien c y imp lem entation
3 Forensic 1 C Pen etration te s ting & wargaming 7 F Ven dor sele c tion 11 I Pricing 14 C Re s o urce - ef f icien c y s trateg y
4 Finan cial managem ent 11 J Strategic s o urcing /of f sh oring ser vice s 14 D S o cial impa c t & tr us t
2 A Te chn olog y & se curit y risk ser vice s 8 A A dvan ce d analy tic s
5 D e sign & U X 14 E S us tainable work force
2 B O p erational risk 8 B Data visualisation , b usin e ss 1 2 A Corp orate , o ccupier ser vice s & f a cilitie s
6 Inn ovation 14 F S us tainable sup ply chain
2 C Programm e risk intelligen ce & semantic layer managem ent
7 Te chn olog y 14 G Clean te chn olog y
2 D Re sp on ding to reg ulation 12 B Integrated real estate developer ser vices
8 Data & analy tic s 9 A Cus tom er fe e dba ck 14 H G re en IT
2 E Risk managem ent 1 2 C Real e s tate deal /transa c tion ser vice s
9 Re search 9 B Cus tom er segm entation
3 A e Dis cover y 1 2 D Real e s tate s trateg y 1 5 A B en ef it s , comp ensation & p ensions ,
10 D eals 9 C Emp loye e fe e dba ck
11 Strateg y 3 B Forensic a cco unting 9 D Environm ental & s o cial impa c t re search 13 A B en chmarking exclu ding a c tuarial & inve s tm ent a dvice
1 2 Real e s tate 4 A B u dgeting /f inan cial p lanning p ro ce ss 9 E Ma cro/micro e con omic re search 13 B B usin e ss contin uit y & re cover y 1 5 B Change managem ent
13 O p erations 4 B D ebt a dvis or y 9 F Market re search 13 C Cos t cut ting 1 5 C Diver sit y & in clusion
14 S us tainabilit y 4 C Finan ce f un c tion 13 D Cus tom er ser vice 1 5 D Emp loye e engagem ent
10 A C apital allo c ation s trateg y 1 5 E G overnan ce & b oard ef fe c tiven e ss
1 5 H R & change 4 D Finan cial a dvis or y 13 E D ev O p s
10 B Comm ercial du e diligen ce & valuation 1 5 F H R s trateg y & ef fe c tiven e ss
16 A rchite c ture 4 E Finan cial re s tr u c turing & ins olven c y 13 F Dis trib ution s trateg y
10 C Finan cial du e diligen ce 1 5 G L ea der ship
17 Au dit & assuran ce 13 G L ean & Six Sigma
5 A Corp orate identit y 10 D M & A transa c tion s trateg y 1 5 H O rganisational de sign & culture
18 B usin e ss p ro ce ss o ut s o urcing 13 H O p erational review
5 B Cus tom er jo urn ey & U X b en chmarking 10 E O p erational du e diligen ce 1 5 I O rganisational training & develop m ent
19 Civil engin e ering 13 I O ut s o urcing a dvice
5 C G rap hic & UI de sign 10 F Por t folio & inve s tm ent s trateg y 1 5 J O utp la cem ent
2 0 L egal 13 J Pos t- M & A integration
5 D U X & ser vice de sign 10 G P ublic-p rivate par tn er ship s 1 5 K Pension f un d evaluation & a dvice
21 Litigation 13 K Pro ce ss de sign , re - engin e ering
6 A I deation 10 H Te chn olog y du e diligen ce 1 5 L Per forman ce managem ent
2 2 Marketing & creative & a utomation
23 N et work engin e ering 6 B Inn ovation managem ent 11 A B usin e ss & f inan cial m o delling 13 L Pro curem ent /p urchasing 1 5 M Stakeh older managem ent
24 Pro du c t engin e ering & R& D 6 C Inn ovation s trateg y 11 B C ategor y managem ent 13 M Prop er t y & e s tate managem ent 1 5 N Talent managem ent
2 5 Re cr uitm ent 6 D Strategie s for grow th f rom inn ovation 11 C Chann el managem ent 13 N S ale s & dis trib ution p lanning 1 5 O Team ef fe c tiven e ss & collab oration
26 S of t ware engin e ering 7 A Clo u d a dvice 11 D Corp orate re cover y & turnaro un d 13 O S ale s force ef fe c tiven e ss
27 Sys tem integration 7 B ERP consulting 11 E Corp orate re s tr u c turing 13 P S up p ly chain managem ent
28 Ta x 7 C IT s trateg y, p lanning & review 11 F Corp orate s trateg y 13 Q Target op erating m o del

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The GCC Consulting Market in 2022

Contents

1
Market over view
E xplores the key trends that were front of mind for consulting firms in this market in 2021 .

The GCC consulting market in numbers 4

The GCC consulting market in 2021 6
Services 9
Sectors 9

2
The client perspective
What client s tell us about their plans for the year—and where they ’ll be asking consultant s for help.

Ambition and investment will drive up consulting activity in 2022 10

GCC clients have ambitious plans: What could help or hinder them? 20
Fifty-nine percent of clients expect to spend more on consulting support in 2022 than they did in 2021 26
Critical success factors 37

3 4
Insights from consultants The GCC consulting market in 2022
The views of consulting leaders in the GCC . O ur forecast s for grow th through the end of 2022 .

Interviews with consulting leaders 41 Forecast for 2022 73

5
About this repor t
O ur rep or t draws on four main sources:
- O ur Global Data Model covering the professional ser vices market
- O ur annual global client p erception sur vey of senior end-users of consulting firms
- O ur inter views with senior management consultant s from a range of consulting firms
- O ur in-depth desk research on the market

A detailed view of our methodolog y and more information about S ource can be found below:

Methodology 74
Definitions of sectors and services 77
Contributors 79
Meet the expert 80
About us 81
How we can help you 82
Programme schedule for 2022 83

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 Content s

Th e G CC con s ultin g market in 2 021

Af ter a challenging 2020, consultants in the GCC enjoyed a much
better 2021 . While volatile oil prices and COVID -19-related
restric tions lingered over the market, at least in the early days of the
year, government ef for ts to push on with investment and economic
transformation programmes across the region—par ticularly in relation
to E xpo 2020, the 2022 FIFA World Cup, and Vision 203 0—boosted
demand across the market. A s a result, the GCC consulting market saw
a rapid return to grow th, with revenues rising 17.7% in 2021 .

Saudi A rabia’s consulting market—th e larges t in th e G CC—grew 18 . 8%

1
in 2021 , recording th e fas tes t grow th in th e region as th e countr y
recovere d quickly from th e turm oil of 2020 . B ols tere d by resurgent
oil p rices , th e governm ent p ursue d it s commitm ent to diversif ying th e
national econ omy in lin e with V ision 203 0 . Inves tm ent s range d from
high-p rof ile foreign a cquisitions such as th e fo otball club N ewc as tle
Unite d , to dom es tic infras truc ture develop m ent . T h e governm ent also
to ok th e n ex t s teps towards b uilding N e om , a smar t cit y on th e Re d
S ea coas t that is p oise d to b ecom e a f uture international hub. T h ese
drivers translate d to s trong grow th in s trateg y consulting , which grew
25% in 2021 .

The market for c ybersecurit y consulting in Saudi Arabia was a

par ticular bright spot in the market in 2021, with grow th of 3 0. 2%
as clients sought to de-risk their increasingly digital operations. HR ,
change & people strateg y also saw rapid grow th of 21 .3% as clients
transformed and upskilled their work forces in light of the changes
demanded by global talent shor tages.

From a sec tor perspec tive, TMT and the public sec tor were among
the highest growers, with consulting market grow th around 20%
amid ongoing diversification and connec tivit y investment. And while
the Saudi Arabia market in general looked towards a future beyond
COVID -19, the lingering ef fec ts of the pandemic continued to benefit
Saudi A rabia’s pharma & biotech consultants who saw grow th of over 25.4% amid an

consulting market— ongoing push to boost domestic capabilities and capacit y.

the larges t in the In the region’s second largest market, the UAE, consulting grew an
GCC—grew 18 . 8% impressive 16 .6% overall, largely driven by the countr y ’s desire to
in 2021 , recording emerge from the pandemic in a strong position. Long-anticipated
the fas tes t grow th events such as the pandemic-delayed E xpo 2020 generated consulting
in the region as the oppor tunities for consultants of all stripes as the countr y geared up to

countr y recovered showcase its streng ths.

quickly from the Pent-up consumer demand in the second half of the year in retail and
turmoil of 2020 . ser vices—leisure and tourism in par ticular—led to increased consulting

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 Content s

The client perspective

Ambition and investment will drive up

consulting activity in 2022
A lm os t half of client s we sur veye d in th e G ulf region think that
th eir organisations have return e d to n ormal af ter th e pan demic , a
signif ic antly high er p rop or tion than in oth er countries that we’ve
analyse d as par t of this year ’s Market Tren ds p rogramm e . True ,
views by sec tor dif fer som ewhat , an d client s in Saudi A rabia are
2
m ore p ositive than th ose in th e UA E—b ut th e overall pic ture is on e
of optimism . W ith n ormalit y com es grow th an d ambition , as client s
in th e region lo ok to develop n ew p ro duc t s an d ser vices , an d to
expan d into n ew market s . N ew, m ore dynamic lea dership teams ,
wh ose collec tive skills have b een h on e d by th e exis tential threat s
of th e las t t wo years , are at th e h elm of many organisations an d are
planning to inves t in sus tainabilit y an d oth er E S G -relate d areas , an d
in digital an d b usin ess m o del trans formation—inves tm ent s which
are en courage d by governm ent initiatives . N ever th eless , obs ta cles
remain: ge op olitic al con cerns , n ow exa cerbate d by th e Russia- Ukrain e
war, an d a chronic b ut intensif ying sh or tage of key skills . B ut client s
em erge from th e pan demic with m ore than ambition: T h ey have also
gain e d a n ew-foun d sense of determination—grit , if you like . T h ey
kn ow that COVID is unlikely to b e th e las t crisis th ey ’ll en counter as
W ith normalit y b usin ess lea ders: If th ey c an sur vive that maels trom , th ey c an sur vive
comes grow th n ew crises , to o.
an d ambition , as
client s in the region Details of our sur vey methodolog y are here.
look to develop
Limited sample size means that where we discuss the dif ferences bet ween
new pro duc t s an d sec tors, we focus on: energ y, natural resources, and utilities; financial
ser vices , an d to ser vices; healthcare; and manufac turing. The term “large organisations”
refers to businesses with more than 5,0 0 0 employees, and “mid-sized
expan d into new
organisations” to those with bet ween 1,0 0 0 and 4,999 employees.
market s .

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 Content s

Insights from consultants

Interviews with consulting leaders

At Source, we have always believed that the only way to truly
understand a consulting market is to have real conversations with the
consultants who are on the ground working in that market, ser ving
their clients day in and day out. Below, you’ll find condensed versions
of our most recent discussions with GCC’s consultants, as they reflec t
on 2021, and in the case of a few brave souls, venture a guess as to
3
what comes nex t.

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The GCC Consulting Market in 2022
Sanjeev A gar wal, CEO & Managing Direc tor – Middle East
India, Protiviti
How is the ongoing pandemic impac ting your
business in the GCC ?  approach to the market for the post-pandemic
In the last three to four months, things have star ted to
op en up. There was a bit of a scare due to the Omicron
variant but that is behind us now. Most of the countries
in the GCC have few restric tions; even a PCR is not a
necessit y. Mobilit y has almost returned to where it was
before the pandemic .
Where is that work coming from within the GCC ?
In the GCC , energ y—oil and gas—and financial ser vices
are bringing a lot of work, and there is a lot of work
coming from healthcare too. S er vices that are in
par ticularly high demand include data governance, risk ,
securit y, and E SG . On that last p oint , the demand for
E SG is being driven by the fac t that a lot of banks are
considering the scop e of their client s' E SG .
Looking for ward to the rest of 2022 , how do you
expec t the market to play out?
I think the market will grow by 20 % in 2022 . Because
of the backlog caused by the pandemic , there are a lot
of demands and enquiries from client s. S o, for the GCC ,
2022 should be bet ter than the previous t wo years.
One trend I am noticing within the region is the growing
interest in digitisation , data governance, securit y, and
privac y. Companies in the Middle East are also ver y
interested in migrating to the cloud.
What is the state of economic diversification
ef for t s as we come out of the pandemic?
In countries like Kuwait and Qatar, they still dep end
greatly on oil. But in the UAE , they have diversified
their economy. Saudi Arabia is also tr ying to diversif y
it s economy, which was purely oil-based, with a lot of
infrastruc ture being develop ed. A lot of avenues are
op ening up where p eople can sp end money. This also
creates job opp or tunities and, ultimately, increases
revenue in the countr y.
Are you seeing any changes in the capabilities
that client s are looking for?
Not really. Client s have wanted technolog y and that has
not changed. There is not much that would be classified
as a ‘new need’ that we are seeing .
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Content s
Are you changing your business model and your
world?
Well, we are tr ying to utilise social media more. But , in
terms of broader development s, there is not much of a
change in our global market strateg y.
Any issues around talent in the GCC ?
The big gest challenge we have is at trac ting , managing ,
and retaining talent . There's a talent shor tage mainly
in the area of technolog y, therefore we see similar
talent shor tage issues in the GCC too. Because of this,
we're par tnering with colleges to bring in talent . We are
tr ying to see if the college curriculum can be tailored
so that when graduates come to organisations like
ours, they have some exp erience. We also have our own
internal development programme.
What kind of impac t did the pandemic have on
your pricing model?
I don' t see much of an issue on the pricing front because
the cost s have gone up and p eople are aware of that . I
think client s care more about the qualit y you provide;
they won' t just be pushing on the price.
Are you seeing any changes in terms of how
client s want to see the pricing model that you
use var y depending on the projec t, such as risk &
reward or fixed fee models?
In the Middle East , we have always had a fixed fee
environment and I don' t think that will change in the
immediate future.
How has the competitive landscape changed in
the GCC ?
I've not noticed any changes in the comp etitive
landscap e. The same comp etitors are there.
Is there any thing else that you think could
impac t the market over the nex t 12 months?
We anticipate that the greatest impac t on the GCC
market will come from the oil prices. Oil prices aren' t
af fec ting what is going on in consulting right now, and
it will take some time for those issues to manifest .
However, it will likely have an impac t at some p oint , so
we need to star t budgeting for that exp enditure now.  
42
 Content s

5
The GCC Consulting Market in 2022

About this report

Methodology
Sources
Megamodel: Our Global Data Model A ll f ig ures given in this rep or t are in US dollars .
For referen ce , S ource is using th e following
T h e quantitative market data in this rep or t
exchange rates in it s rep or t s this year:
com es from our unique m o del of th e global
p rofessional ser vices market .
US dollar to British p ound US$1 = £0 .73
Rath er than making high-level assumptions , this
US dollar to euro US$1 = € 0 . 8 4
m o del has b een b uilt from th e b ot tom up, sizing
th e market c apabilit y by c apabilit y—assessing
h ow much work a f irm earns delivering ea ch
p rofessional c apabilit y within ea ch sec tor an d
countr y. T his result s in a rob us t view of th e size
of th e sup ply-side market , which c an th en b e
broken down to view th e size of th e market by
countr y, sec tor, lin e of b usin ess , c apabilities ,
an d ser vice .

A long side this market segm entation , we also

limit our market sizing an d analysis to what we
at S ource c all “big consulting ”—work don e by
mid- an d large-size d f irms (th ose with m ore than
50 p e ople). Please n ote that we don’t tra ck th e
long , thin tail of work don e by contra c tors an d
ver y small f irms , as m os t rea ders of this rep or t
would n ot seek or b e able to comp ete in this
par t of th e market .

A ll of th e data in th e m o del is c alibrate d through

ex tensive inter views with , an d sur veys of,
p rofessional ser vices f irms an d th eir client s ,
allowing us to discuss broa der tren ds in th e
market along side detaile d dim ensions such as
h ea dcount . T h ese inter views an d sur veys are
sup plem ente d with desk research , which allows
us to assess th e impa c t of wider ma cro econ omic
tren ds on p rofessional ser vices . T his , combin e d
with our detaile d m o delling , result s in a long-
term view of th e market that is able to sup p or t
b oth his toric an d forec as t data .

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 Content s

Client perspec tive

We carr y out a client sur vey to help us build a

rich pic ture of how dif ferent trends in the GCC
are af fec ting clients’ organisations and their
use of consulting. One sur vey focuses on trends
in the GCC , providing detailed insights into the
nuances of the market. For this, we sur veyed 101
senior clients of consulting firms from across the
GCC , all of whom work in organisations with more
than 50 0 employees. This sur vey focuses on the
following areas:

- How they expec t to use consultants during

2022 and the first half of 2023
- Fac tors that af fec t the way clients work with
consulting firms
- The ways consulting firms market themselves
to clients and the impac t this has on client
decision making.

Figure 45

Respondents by sec tor

Financial ser vices

Manufac turing
H ealthc are
Energ y & resources
Techn olog y, media & telecoms
S er vices
Pharma & biotech
Public sec tor
14% 14% O ther
Retail

5% 2%

26% 22% 13 % 2% 2% 1%

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 Content s

The GCC Consulting Market in 2022

Figure 46 Figure 47

Respondents by organisation size Respondents by func tion

1% 1%

2%
3%
4%
24% G eneral management /CEO
5% O p erations (incl. supply
chain)
12%
IT
50% 50% Data , analy tic s , an d
1 , 0 0 0 - 4 ,999 employees
information management
5, 0 0 0 + employees
Finance
14% Risk
19 % Regulator y compliance
HR
Legal
Sales & marketing
16% O ther

Inter views with senior consultant s Definitions of sec tors and ser vices

IIn addition to our quantitative research, we Our definition of management consulting

inter viewed 15 ver y senior consultants in the
GCC , representing most of the leading consulting
firms in the geography and many smaller local
specialists, to understand more about how the
consulting market is per forming and the major
trends, changes, and challenges consultants
and their clients face. Throughout the year,
Source analysts remain plug ged in to the global
consulting market through our bespoke research
and consulting projec ts, adding fur ther depth to
our understanding of the consulting industr y.
In-depth desk research
We also conduc ted a thorough PES T analysis
in the GCC that drills down into finer
macroeconomic details on a holistic and sec tor-
by-sec tor basis, and allows us to fit our research
into a wider macroeconomic pic ture.
includes a broad range of business advisor y
ser vices, but excludes:
- tax advisor y
- audit
- the implementation of IT systems
- the deliver y of outsourced/of fshored ser vices
- HR compensation/benefits administration and
technolog y
Where mergers & acquisitions work is concerned,
consulting on deals is included (under strateg y),
but corporate finance fees on deals themselves
are generally not included, although it is not
always straight for ward to separate the t wo.
For more information about how we classif y
consulting ser vices and sec tors, please see
“Definitions of sec tors and ser vices”.

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Definitions of sectors and ser vices
Sectors
Energ y & resources Pharma & biotech
Energ y Includes research into and the produc tion of
Includes the exploration and produc tion
of energ y, including oil, gas, coal, and
renewables.
Utilities
Includes the deliver y of elec tricit y, gas,
water, sanitation , and other related
ser vices.
Primar y resources
Includes agriculture, chemicals and
chemical produc t s, commodities, forestr y,
fishing , metals, mining , and plastic s.
Financial ser vices
Banking
Includes retail banking , commercial
banking , and lending .
Insurance
Includes general insurance (e.g . , motor,
home, p et s, health—any thing on an annual
contrac t), life insurance, p ension produc t s,
and retirement planning .
Private equit y
Includes both consulting work for private
equit y firms and consulting work with
private equit y p or t folio businesses.
Capital market s
Includes investment banking , trading of
stocks and financial produc t s, corp orate
finance, and broking .
Investment and wealth management
Includes private banking , high net-wor th
banking , investment management , trust
funds, the management of p ension funds,
and asset management .
Manufac turing
Aerospace
Includes space research and technolog y,
the manufac ture of aircraf t , aircraf t par t s,
rocket s and other space equipment , and
tanks and ammunition .
Automotive
Includes the manufac ture of motor vehicles,
industrial vehicles, and vehicle supplies and
par t s.
Construc tion
Includes sur veying , architec tural, and
engineering ser vices, heav y construc tion ,
house building , and the building of
infrastruc ture.
Consumer packaged goods
Includes the manufac ture of clothes,
foods, alcohol, tobacco, furniture, home
furnishings, cleaning produc t s, small arms,
children’s toys, and sp or t s equipment .
Consumer and industrial elec tronic s
Includes elec trical comp onent s, household
and industrial appliances, commercial and
professional equipment .
Industrial produc t s
Includes industrial machiner y, steel and
metal produc t s, and plastic produc t s.
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Content s
drugs, biological produc t s, medicinal chemicals,
and life sciences.
Healthcare
Includes private and publicly-funded healthcare,
hospitals, laboratories, and medical equipment .
Public sec tor
Government
Includes federal/national, state/regional, local
government , emergenc y ser vices, justice, social
ser vices, public transp or t , and conser vation .
Education
Includes public and private schools, universities,
and libraries.
Defence
Includes national securit y and consulting around
defence issues.
Not for profit
Includes non-commercial research
organisations, religious, p olitical and
professional membership organisations, trust s,
labour unions, and business associations.
Retail
Includes the selling of clothes, food, consumer
goods, and automobiles.
Ser vices
Logistic s
Includes warehousing , storage, packing and
crating , and distribution including cargo, freight ,
and haulage.
Business ser vices
Includes ser vices relating to law, accountanc y,
IT maintenance, securit y systems, adver tising ,
employment agencies, and vehicle leasing .
Leisure
Includes museums, ar t galleries, theatre, golf
courses, hotels, hospitalit y, travel agencies,
restaurant s, and bars.
Real estate
Includes estate agencies and op erators of
residential and commercial buildings.
Transpor tation
Includes private and p eople-related
transp or tation , including airlines, airp or t
management , train op erators, rail infrastruc ture
management , water transp or tation , courier
ser vices, and private bus ser vices.
Technolog y, media & telecoms
Telecoms
Includes telephone, mobile, digital, and other
communication ser vices.
High-tech
Includes IT-related devices, computer and computer-
related devices, audio and video equipment ,
broadcasting and communication equipment .
Media
Includes radio, television , and digital broadcasting
stations and ser vices as well as printing and
publishing of newspap ers, p eriodicals, and books.
77

The GCC Consulting Market in 2022
Services
We’ve taken the lines of business and capabilities from our taxonomy that broadly align with traditional
definitions of consulting and divided them into ser vices that include the following. Please note that
for some lines of business, for example, forensic s, we’ve taken a subset of the relevant capabilities and
excluded others.
Technolog y & innovation
I d eation , Inn ovation managem ent , Inn ovatio n
s trateg y, Strategie s fo r grow th f ro m
inn ovatio n , Clo u d a d vice , ERP co nsultin g ,
IT s trateg y, p lannin g & review, IT trainin g ,
Programm e managem ent , Ven dor s ele c tio n ,
Clean te chn olog y, G re en IT, Co rp o rate
identit y, G rap hic & UI de sign , U X & s er vice
de sign , Cus to m er jo urn ey & U X b en chmarkin g ,
Dat a visualisatio n , b usin e ss intelligen ce &
s emantic layer.
Strateg y
Capital allocation strateg y, Commercial due
diligence & valuation , Financial due diligence,
M& A transac tion strateg y, Op erational due
diligence, Por t folio & investment strateg y,
Public-private par tnerships, Technolog y due
diligence, Business & financial modelling ,
Categor y management , Channel management ,
Corp orate recover y & turnaround, Corp orate
restruc turing , Corp orate strateg y, Market
analysis & strateg y, Polic y formulation , Pricing ,
Strategic sourcing /of fshoring ser vices, Real
estate strateg y, Environmental & social impac t
research , Macro/microeconomic research ,
Market research , Customer feedback,
Customer segmentation , Employee feedback ,
Advanced analy tic s, Sustainable investment .
Cybersecurit y consulting
Cybersecurit y advice, Cybersecurit y incident
resp onse, Penetration testing & wargaming ,
Technolog y & securit y risk ser vices.
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Content s
HR , change & people strateg y
Benefit s, comp ensation & p ensions,
excluding ac tuarial & investment advice,
Change management , Diversit y & inclusion ,
Employee engagement , G overnance & board
ef fec tiveness, HR strateg y & ef fec tiveness,
Leadership, Organisational design & culture,
Organisational training & development ,
O utplacement , Pension fund evaluation &
advice, Per formance management , Stakeholder
management , Talent management , Team
ef fec tiveness & collaboration , Resource-
ef ficienc y strateg y, Purp ose-led strateg y &
change, Resource-ef ficienc y implementation ,
S ocial impac t & trust .
Operations
Benchmarking , Business continuit y & recover y,
Cost cut ting , Customer ser vice, Dev Ops,
Distribution strateg y, Lean & Six Sigma ,
Op erational review, O ut sourcing advice,
Post-M& A integration , Process design , re-
engineering & automation , Procurement /
purchasing , Prop er t y & estate management ,
Sales & distribution planning , Sales force
ef fec tiveness, Supply chain management ,
Target op erating model, Sustainable supply
chain , Corp orate, occupier ser vices & facilities
management , Integrated real estate develop er
ser vices, Real estate deal/transac tion ser vices.
Risk & financial management
Op erational risk , Programme risk , Resp onding
to regulation , Risk management , Budgeting /
financial planning process, Debt advisor y,
Finance func tion , Financial advisor y, Financial
restruc turing & insolvenc y, eDiscover y,
Forensic accounting .
78
 Content s

The GCC Consulting Market in 2022

Contributors

We are ex tremely grateful to all the people we spoke to for making this repor t possible. Below is a list
of individuals who have contributed (excluding those consultants who wished to remain anonymous).

Name Job title Organisation

Sanjeev A gar wal CEO & Managing Direc tor – Middle East & India Protiviti

Stephen Anderson Par tner P wC

Nicholas Bahr Operational Risk and Resilience Global Managing Direc tor dss+

Dr Hesham Dinana Vice President & Managing Direc tor EFESO

Dr. Sebastian Fuchs Senior Principal Mercer

Osama Ghoul Managing Par tner Devoteam Group

Jonathan Holmes Managing Direc tor – ME TA Korn Ferr y

Wasim Khan MENA Consulting Leader EY

Tosson El Noshokat y Par tner Prophet

Pedro Oliveira Par tner, Middle East & Africa Head Oliver Wyman

Tim Parr CEO Consulting , Deloitte Middle East Deloitte

Visar Sala Managing Direc tor of Accenture Strateg y Accenture

Rene Seyger Managing Par tner Middle East Roland Berger

Ar vind Singhi Head of Clients and Markets – Middle East and South A sia KPMG

Farhan Syed Head of Advisor y – Middle East and South A sia KPMG

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 Content s

The GCC Consulting Market in 2022

Meet the experts

A shok Patel
A shok is a writer and editor at Source in our Market Trends team. He is an experienced
writer, editor, and analyst, providing insights into the latest trends and developments across
the professional ser vices market. He has been quoted by a variet y of trade publications and
has previous experience in Source’s Client Perception Programme. Prior to joining Source,
A shok was an editor and consultant in the commodities market, as well as working in the UK
automotive industr y.

A shok Patel
ashok .patel@sourceglobalresearch .com

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About us

We analyse and examine how change

drives the way organisations use
professional services, and the
implications that might have for
professional services firms.

D e r i v e d f r o m d a t a , y e a r s o f ex p e r i e n c e , a n d
s o p h i s t i c a t e d p r o p r i e t a r y r e s e a r c h , w e u s e o u r t e a m’ s
ex t e n s i v e k n o w l e d g e o f t h e i n d u s t r y t o p r o v i d e
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action for professional services firms around the world.
Our insights not only provide interesting reading, but
they have underpinned some of the biggest strategic
investment decisions made by firms around the world.

So, how can we help you?

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How we can help you

In addition to our reports, we also provide custom advice and

evidence-based consulting services to the world’s biggest and
most successful professional services firms, helping them to better
understand their markets and the challenges and opportunities
they face. Underpinned by original research, interviews with your
clients, extensive surveys of buyers of professional services, and
our wealth of data and experience, our work is designed to help
you fully understand the markets in which your firm operate, and
want to operate.

Among other things, our offerings include:

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 Content s

The GCC Consulting Market in 2022

Programme schedule for 2022

Reports M a r ke t Tr e n d s Client Perception E m e r g i n g Tr e n d s

2022 Programme Studies Programme

UK
January
US
Forecasts for 2022
UK Germany
Q1 February GCC Financial Services
India
France GCC
Pricing: Your Biggest
March France
Barrier to Change?
Healthcare & Pharma

Nordics
April Nordics Energy & Resources
US Technology, Media & Telecoms
DACH
Australia Next-generation
China
Q2 May Multidisciplinary
China Japan
Working
South East Asia
Sustainability
June

July
Tax
South America
Japan Risk Innovation: What do
Q3 August
Africa Tax Clients Really Want?
Financial Services
Energy & Resources
September Audit

The New Consulting

October
Value Chain
Risk
Consumer Products & Retail
Q4 November Healthcare & Pharma
Planning for Growth in 2023

December

P l e a s e n o t e t h a t w i t h t h e p u r c h a s e o f a l l M a r ke t Tr e n d s r e p o r t s i n 2 0 2 2 , y o u w i l l a l s o g a i n a c c e s s t o a m o n t h l y v i d e o
s u m m a r y o n t h e g l o b a l m a r ke t .

White A p o w e r f u l r e s e a r c h t o o l t h a t a l l o w s s u b s c r i b e r s t o ke e p u p t o d a t e w i t h t h e
Space latest content being produced and maximise their return on investment.
A series of reports that analyse the quality and effectiveness of thought
l e a d e r s h i p a r e p u b l i s h e d t h r o u g h o u t t h e y e a r.

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