Atticus Advisors

The year 2025 presents us with a fascinating juxtaposition of technological milestones and challenges, as industries adapt to rapidly shifting paradigms. Let’s dive into the evolving narratives behind these changes and the fresh opportunities they bring to businesses and founders.

Change has long been a defining feature of life and business. For management consulting, however, change is not a challenge—it’s an opportunity. As businesses navigate post-pandemic turbulence, expansion, digital transformation, or sustainability initiatives, they increasingly turn to consulting firms for expertise. This surge in demand is transforming the industry itself, with firms adopting new strategies and structures to better serve their clients.

It’s often said that doctors make the worst patients. They know too much, self-diagnose, and rarely take advice. The same could be said for consultants—the “doctors” of the business world. When consultants advise other consultants, a paradox emerges: expertise, while invaluable, can also blind professionals to fresh insights and evolving realities.

The management consulting industry in the United States generates over $2 billion annually, yet a significant portion of this investment often results in impractical solutions and poorly executed recommendations. This calls for a more strategic and impactful approach to consulting, one that aligns client goals with actionable, long-term solutions.

In the fast-evolving business world, agility has become essential for sustaining growth and seizing new opportunities. However, for large corporations, this often means navigating a paradox. How can they maintain the stability and resources of a large organization while embracing the entrepreneurial spirit and flexibility that drive smaller teams? This concept, highlighted in a recent article on agility within corporate structures, brings forward a practical approach for fostering an innovative mindset across all levels of an organization.

Expanding a business internationally can be a transformative journey, promising both growth and diversification. But going global isn’t a simple leap—it’s a carefully orchestrated expansion that requires thorough research, financial foresight, strategic adaptability, and cultural sensitivity. A recent article on global business expansion highlights these essential steps, offering practical guidance for founders considering international markets.

In today’s fast-paced and competitive startup landscape, having a great product isn’t enough. No matter how innovative or ground-breaking your solution might be, if no one knows about it—or if the wrong people are discussing it—your product could easily fail. For many founders, the gap often lies in their lack of go-to-market (GTM) expertise. This shortcoming can severely hinder their ability to plan business expansion, conduct effective market analysis, and develop strong customer acquisition strategies.

The surge in new business formations over the past few years is an encouraging sign for the economy. With over 16 million new business applications filed, entrepreneurship seems to be flourishing. As President Joe Biden noted, “Every time someone starts a new small business, it’s an act of hope and confidence in our economy.” However, while starting a new venture is an act of hope, it also comes with considerable risk.

In today’s rapidly evolving business landscape, Global In-house Centers (GICs), once known as “captives,” are making a comeback. This resurgence is driven by several factors, from post-pandemic cost pressures to the shifting nature of technology stacks. What’s especially interesting is how companies—both large and small—are re-evaluating the traditional offshoring model.

The “next normal” is here, arriving much sooner than anticipated. Businesses across industries, locations, and sizes are rapidly adapting to a post-COVID world, where traditional models of work and operations have been permanently altered. In this new landscape, Global Capability Centers (GCCs) are playing an increasingly critical role, but their value propositions are shifting dramatically.