We write a lot about the larger, enterprise firms in Consulting magazine. And how could we not? Those firms are the engine that drives the entire profession.
And while I enthusiastically cover the comings and goings of the brands everyone recognizes, I'd be a little disingenuous if I didn't admit that I really, really look forward to our Seven Small Jewels issue each year. Probably the way a rock critic enthusiastically covers a Springsteen concert, but I'm certain those same critics live for those moments when they are blown away by some new band playing new music they've never heard before in some out of the way club. Those types of performances, often, can be the most impressive.
And if you want to see impressive performances by upstarts, take a look at this year's Seven Small Jewels. (The special 10-page Seven Small Jewels section begins on Page 10.) Three of the winning seven firms grew more than 100 percent in 2011. Doubling a firm's revenue in this economy is no small task, and these firms have met the challenge by being nimble, diligent and intelligent.
What's most interesting about the winners—this year and previous years—is how many of them are run by people who used to work at large firms. Equally interesting, I think, is how each and every one point out how and why they run their firm differently than those large firms.
Comments such as those by Dominion's Dan Maguire: "All those overhead tasks that take hours and hours are the reasons people don't want to work at large firms. We realize that now," aren't just passing observations, they've practically become mission statements for the new firms.
And who can argue with all of the success they've had? It all comes down to how that success is measured. Only a few acts can sell out concerts in football stadiums, but that doesn't mean there's not a lot of great music still being made. Listen.
Joseph Kornik
Publisher & Editor-in-Chief
jkornik@consultingmag.com
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