The authors concluded that during the past two decades, the number of domestic consulting firms in developing countries has increased phenomenally. However, the quality of their performance has not kept pace with the growth in numbers. The policies and practices of government, internal weaknesses in staffing and management, and the lack of a supportive environment have prevented domestic consulting firms from effectively exercising the key role that they should in planning, designing, and implementing their countries'investment programs. The authors also point out that favorable opportunities for growth of the consulting profession exist, but a number of contraints will have to be overcome for those to be realized. The profession generally suffers from several structural weaknesses. It is characterized by a small number of large firms, mostly public enterprises, which dominate the business and, at the other end of the scale, a very large number of small or medium-size private firms, often in a precarious position. The recommended strategy for strengthening the domestic consulting is addressed to both the developing countries, and the World Bank and other donors.
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