If you’re interested in transitioning to a career in consulting, you may have come across statements like “consulting is brutal” or “you should think twice before going into consulting,” and felt uncertain about the field.
To state the conclusion upfront: while there are certainly demanding periods in consulting, that intensity does not last forever.
It’s true that the workload required of consultants is substantial, but there are also significant benefits—such as rapidly developing business skills and increasing your market value.
In this article, we explain why consulting is considered demanding, when the busiest periods tend to occur, and examples of work-style reform efforts in the industry.
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Is Consulting Really That Demanding?
Is the rumor that “consulting is brutal” actually true?
To put it simply, consulting can be demanding at times, but there are also periods when it is not. Just like other professions, it has busy seasons and quieter periods.
The image of “consulting = brutal” likely took hold because of the enormous volume of tasks and the strict deadlines attached to each project.
In recent years, more consulting firms have been actively pursuing work-style reforms, and long working hours are trending downward.
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4 Reasons Why Consulting Is Considered Demanding
So why does the image of “consulting = brutal” persist even as working styles are being reconsidered?
The main reasons are the following four:
- Constant need for information intake takes up significant time
- Document preparation and meetings consume a large portion of the day
- Building strong client relationships requires frequent, close communication
- Achieving demanding targets requires handling a wide range of tasks
(1) Constant Need for Information Intake Takes Up Significant Time
The first reason is the constant demand for new knowledge and information.
Consulting projects span a wide range of themes, involving various industries and companies. In order to make the best possible proposals for clients, consultants need information from every angle—industry knowledge, competitor landscapes, the latest technologies, and social trends.
When assigned to a project in an unfamiliar industry, many consultants spend significant time reading relevant books and trade publications to build up the necessary knowledge.
If a consultant lacks sufficient industry knowledge, clients may begin to wonder, “Can we really trust this person with our business?”
(2) Document Preparation and Meetings Consume a Large Portion of the Day
A second reason is that document preparation and meetings take up a considerable amount of time.
Many people picture consultants as giving polished presentations to clients or developing logical solutions—a glamorous image of the role.
In reality, however, consultants spend much of their time on document preparation and meetings. When not meeting with clients, the primary work involves gathering information, conducting analysis, and creating presentation materials.
Presentation materials in particular play a critical role in gaining client approval—which means going through rounds of review and revision with managers and partners.
As a result, when a client meeting is approaching, the pressure to prepare high-quality presentation materials can make it easy to feel pressed for time.
(3) Building Strong Client Relationships Requires Frequent, Close Communication
The third reason is the need for close and ongoing communication with clients.
Consultants must build trust with their clients. Clients often want to entrust significant, business-critical matters to consultants, and even a small sense of distrust can make it difficult to continue the engagement.
To address client concerns and questions, consultants are expected to pick up on client needs through everyday communication and translate those into optimal proposals.
This leads to frequent meetings and on-site interviews with staff, reinforcing the impression that consultants are always busy.
(4) Achieving Demanding Targets Requires Handling a Wide Range of Tasks
The fourth reason is that consultants must go to great lengths to deliver results.
The consulting industry is known for being meritocratic and results-driven. Since performance is evaluated solely on output, failing to deliver results directly affects personnel evaluations.
To achieve results, consultants take on a broad range of tasks. Depending on individual discretion, this can include building client relationships, gaining specialized industry knowledge, and conducting interviews with on-site staff.
These factors together have cemented the image of consulting as a demanding profession.
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When Does Consulting Become Most Demanding?
Since consultants generally operate on a project basis, the level of busyness varies depending on the progress of each project. Let’s look at the moments when consultants tend to be particularly busy.
At the Start of a Project
When a project kicks off, consultants tend to enter a busy period.
In preparation for project launch, consultants must absorb information about the client’s company, the industry, and competitors’ strategies.
This typically involves reading industry-specific books and materials, as well as conducting interviews with the client to build foundational knowledge.
New consultants in particular tend to spend a lot of time on this intake phase, but as they gain experience, they become more efficient at filtering what information is necessary.
Before the Mid-Project Review
Another peak period for consultants is before the mid-project review.
After data collection, analysis, and hypothesis testing, an interim report is presented to the client’s senior leadership. The mid-project review typically focuses on clarifying the key issues that need to be addressed and sharing the direction for resolution.
Consultants must prepare materials for the interim report, refining the quality through feedback from managers and partners.
In some cases, multiple rounds of revision are required, and some consultants find themselves working late into the night on document preparation.
Toward the End of a Project
The final stage of a project is also one of the busiest times for consultants.
As a project nears its conclusion, the final report awaits. Building on the results of the interim review, additional data analysis and validation are conducted, and an action plan is developed.
The final report requires a presentation to the client’s top executives—often demanding an even higher level of quality than the interim report.
The materials for the final report also tend to face more rigorous feedback from managers and partners, resulting in repeated revisions and longer working hours than usual.
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Not All Consulting Work Is Grueling
On the other hand, there are also periods when consultants have more breathing room.
For example, many consultants take extended leave after a project ends. There are also cases where a standby period (known as “available” time) is provided between project assignments.
During the available period, many consultants choose to assist other colleagues or take stock of their own career development.
There are also situations even during active projects where the workload does not become overwhelming.
Whether Work Becomes Grueling Depends on the Project Theme
Depending on the nature of the project, it is sometimes possible to manage work with a comfortable pace.
For example, non-strategic engagements such as PMO or operational improvement projects. These have clearly defined deliverables and involve creating documents according to client instructions, so the hypothesis–validation cycle does not need to be repeated as frequently.
In contrast, strategy engagements tend to be more demanding. Since they deal with problems the client cannot solve on their own, the hypothesis–validation loop must be repeated many times.
It Also Depends on the Project Leader’s Approach and Team Capability
The intensity of a consultant’s workload is also influenced by the project leader’s management style and the team’s overall skill level.
Consulting work is the kind of job where, if you want, you can keep pushing indefinitely. As a result, if a project leader operates with a “do everything possible as long as time allows” mindset, working hours will tend to grow longer.
On the other hand, a policy of “give your best within defined hours” makes it easier to set boundaries on tasks.
Work-Style Reform Is Bringing Change to the Consulting Industry
In recent years, work-style reform has been promoted by the Japanese government. Work-style reform refers to “reforms designed to allow individuals to choose diverse and flexible working styles suited to their personal circumstances.”
The consulting industry has also seen a growing number of firms strengthening their work-style reform initiatives, leading to a broader reassessment of how consultants work.
Let’s look at some specific ways in which working practices are being reconsidered.
Source: Ministry of Health, Labour and Welfare, “Work-Style Reform: Toward the Realization of a Society Where Everyone Can Participate“
Introduction of Flextime Systems
A flextime system is a system in which employees themselves determine their daily start and end times, as well as their total working hours.
While flextime systems typically include a “core time” (hours during which attendance is required), an increasing number of companies are adopting “super flextime” systems that eliminate even this core time requirement.
Many consulting firms have adopted flextime systems, making it easier for consultants to work in ways that suit their personal lifestyles.
On the other hand, concerns have been raised that it can be harder to maintain a clear boundary between work and personal life, and that communication among team members can suffer.
▶ View consulting firms and consultant job listings with flextime
Overtime Hour Management
While the overall average monthly overtime across industries is approximately 11 hours, the consulting industry average stands at around 40 hours.
Against this backdrop, more consulting firms than ever before are actively managing and tracking overtime hours.
For example, some firms have introduced new rules such as prohibiting meetings after 6 PM and restricting communications during evenings and weekends.
However, issues such as “shadow overtime”—working from home after officially logging off—remain a concern, and further improvement is still needed in some cases.
Fewer Firms Viewing Long Hours as a Positive
In the past, there was a prevailing culture that viewed long working hours favorably—working long hours was seen as a sign of high dedication to the company.
Today, however, the number of consulting firms that view long hours positively is declining. Instead, working efficiently within a shorter timeframe has become the priority.
In some consulting firms, supervisors will now actively encourage employees to go home when the workday ends.
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Case Studies: Work-Style Practices at Consulting Firms
What kinds of work-style reforms are consulting firms actually implementing?
Below, we introduce examples from major consulting firms.
Accenture Japan Ltd.
Accenture is a consulting firm headquartered in Dublin, Ireland, offering services across a wide range of fields including corporate strategy, digital, technology, and operations.
Accenture has implemented its own work-style reform initiative called “Project PRIDE.” Specific measures include monitoring overtime hours and paid leave utilization rates, prohibiting meetings after 6 PM in principle, and promoting early departure and paid leave usage.
Following the introduction of Project PRIDE, average daily overtime reportedly fell to under one hour, and the employee turnover rate dropped to half of its pre-reform level.
BayCurrent Consulting, Inc.
BayCurrent Consulting is a general consulting firm established in Japan in 2014. The firm provides comprehensive support for client problem-solving, from strategic planning to business process reform.
BayCurrent has been recognized as a Health and Productivity Management Organization “White 500,” reflecting its active commitment to work-style reform.
The company believes that “the physical and mental health of employees and their families” is essential for business growth, and has implemented programs such as a “sick leave” system and child-rearing and caregiving support programs.
PwC Consulting LLC
PwC Consulting LLC is a member firm of PricewaterhouseCoopers (PwC), headquartered in London. It is widely known as one of the Big Four global consulting firms.
The firm is strengthening its work-style reform efforts through improvements to office environments and technology, as well as the introduction of various work programs.
Specific programs include remote work, core-free flextime, reduced-hour schedules, and a working parents support program.
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[Our Research] Average Overtime Hours at Consulting Firms
Using data from Openwork, a job and career information platform, let’s take a look at overtime hours at consulting firms.
Since consulting firms vary widely in their focus, we’ve broken down the overtime data by firm type.
Please note that the reference data is as of March 2025. Please verify the latest information on your own.
Strategy Consulting Firms: Average Overtime of 60.66 Hours
Strategy consulting firms are firms that identify corporate management challenges and support the formulation and execution of strategies to address them.
The average overtime at strategy consulting firms is approximately 60.66 hours. Since the national average overtime is 11 hours, this segment works significantly more overtime than average.
The overtime hours at representative strategy consulting firms are as follows:
| Consulting Firm | Overtime Hours |
|---|---|
| McKinsey & Company Japan | 73.5 hours |
| Accenture Japan Ltd. | 31.3 hours |
| Roland Berger Japan | 66.1 hours |
| Bain & Company Japan, Incorporated | 64.9 hours |
| Dream Incubator Inc. | 67.5 hours |
General Consulting Firms: Average Overtime of 42.02 Hours
General consulting firms provide comprehensive support from strategy formulation through to implementation. They cover a wide range of areas including strategy, operations, IT and digital, organizational HR, and finance.
The average overtime at general consulting firms is approximately 42.02 hours.
Please refer to the table below for overtime hours at representative firms:
| Consulting Firm | Overtime Hours |
|---|---|
| Deloitte Tohmatsu LLC | 54.1 hours |
| PwC Consulting LLC | 43.4 hours |
| BayCurrent Consulting, Inc. | 30.7 hours |
| Abeam Consulting Ltd. | 34.1 hours |
| Hitachi Consulting Co., Ltd. | 47.8 hours |
IT Consulting Firms: Average Overtime of 36.36 Hours
IT consulting firms are firms that leverage IT and digital technologies to solve corporate management challenges. They support the implementation of ERP and CRM packages, digital transformation (DX) initiatives, and AI adoption.
The average overtime at IT consulting firms is approximately 36.36 hours.
The table below summarizes overtime hours by firm:
| Consulting Firm | Overtime Hours |
|---|---|
| EY Strategy & Consulting Co., Ltd. | 46.4 hours |
| KPMG Consulting Co., Ltd. | 42.3 hours |
| Accenture Japan Ltd. | 31.3 hours |
| Abeam Consulting Ltd. | 34.1 hours |
| BayCurrent Consulting, Inc. | 27.7 hours |
Organization & HR Consulting Firms: Average Overtime of 47.66 Hours
Organization and HR consulting firms provide advisory services focused on organizational structure and HR strategy. Their services include the design of various programs and employee benefits, as well as education and training programs.
The average overtime at organization and HR consulting firms is approximately 47.66 hours.
| Consulting Firm | Overtime Hours |
|---|---|
| Mercer Japan Ltd. | 39.8 hours |
| Willis Towers Watson Japan | 47.2 hours |
| Aon Solutions Japan Ltd. | 77.7 hours |
| Link and Motivation Inc. | 40.8 hours |
| API Consultants, Inc. | 32.8 hours |
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5 Reasons Why Consulting Remains Popular Despite the Demands
While working conditions in the consulting industry are gradually improving, firms such as strategy consultancies still appear to maintain demanding workloads.
Yet consulting remains one of the most sought-after industries among job seekers. So why does consulting continue to attract so much interest?
(1) High Compensation
The consulting industry offers above-average compensation. While salaries vary by firm, the table below summarizes average annual compensation by job level.
| Job Level | Average Annual Salary |
|---|---|
| Analyst | Approx. ¥5–6 million |
| Consultant | Approx. ¥6–10 million |
| Senior Consultant | Approx. ¥8–12 million |
| Manager | Approx. ¥10–15 million |
| Senior Manager | Approx. ¥15–20 million |
| Director / Principal | Approx. ¥20 million |
| Partner | Approx. ¥20–30 million |
According to data published by the National Tax Agency, the national average annual salary in Japan is ¥4.78 million. Compared to this national average, the compensation levels in the consulting industry are clearly high.
Source: National Tax Agency, “FY2024 Survey on Private Sector Salary Statistics“
(2) Working Alongside Talented Colleagues Accelerates Skill Development
The consulting industry tends to attract highly capable individuals. Since the role demands advanced business skills, those who succeed have typically passed highly competitive selection processes.
Working alongside skilled consultants provides valuable inspiration and can serve as a powerful catalyst for personal growth.
It’s worth noting that consulting firm interviews often include unique assessments such as case interviews and Fermi estimation questions.
(3) Higher Market Value Leads to Better Career Advancement
Consultants are professionals with high market value. The consulting role builds a diverse set of skills at a rapid pace, which makes professionals in this field highly sought after.
For example, having consulting experience is often a strong advantage when changing jobs. Of course, the specific value depends on an individual’s track record and skills, but the expanded career possibilities are a clear benefit of working as a consultant.
Some consultants go on to receive offers from major consulting firms, while others transition to corporate strategy roles at operating companies.
Many consultants also go independent as freelancers, achieving a higher degree of work flexibility.
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(4) The Sense of Achievement After Completing a Project Is Immensely Rewarding
Consultants can experience a profound sense of accomplishment through their projects.
This is because consultants invest enormous amounts of effort and time to complete a project, and they are often involved in large-scale engagements aimed at solving critical management challenges for clients.
Projects typically span six months to a year, and many consultants find the sense of fulfillment when they complete a project to be deeply meaningful.
(5) Direct Involvement in Business Management
The frequent opportunity to be involved in business management is another appeal of the consulting profession.
While project themes vary widely, consultants sometimes take on major mandates such as “solving a client’s critical management challenges and turning around the business.”
Delivering on such projects requires building deep expertise in corporate management, and involves direct communication with senior executives—giving consultants a high level of exposure to strategic business decisions.
Many consultants leverage their management knowledge to found their own companies.
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7 Traits of People Well-Suited for Consulting
So what kind of person is well-suited for a career in consulting? The following outlines the key characteristics of people who tend to thrive in the role.
(1) Strong Intellectual Curiosity
People who have a strong desire to learn—those with deep intellectual curiosity—are well-suited for consulting.
Consultants must constantly absorb new knowledge. This includes knowledge about clients, the latest technologies, industry trends, social developments, and economic conditions.
Whether a person can genuinely find interest in areas they don’t yet know will greatly determine whether they find the work enjoyable.
(2) Positive and Optimistic Outlook
A positive mindset is another essential quality for consultants.
The project themes consultants tackle are often complex and difficult—problems that clients themselves have been unable to solve.
This is why a positive attitude—the belief that “there is always an answer to be found,” even when solutions aren’t immediately apparent—is considered essential.
(3) Strong Logical Thinking Skills
“Logical thinking” is one of the core competencies required of consultants.
Consultants repeatedly cycle through hypothesis and validation to solve problems, but without logical thinking, it is impossible to form high-quality hypotheses.
Forming a hypothesis requires the ability to reason logically—for example, “Based on the analysis of data A and data B, and for the following reasons, we conclude that…”
(4) Strong Listening Skills
Listening skills refer to the ability to pay close attention to what others are saying and understand their intentions and needs.
Through client interviews, consultants must identify not only surface-level issues, but also the core of the problem and the underlying needs.
Failing to listen carefully and instead pushing one’s own opinions will make it very difficult to meet client expectations.
(5) Strong Drive and Initiative
Drive refers to the ability to push projects and tasks forward proactively.
Projects have set deadlines, and progress must be made even when the subject matter is complex and difficult.
Those who struggle to take initiative or tend to take a long time before starting tasks may find consulting challenging.
(6) Strong Communication Skills
Communication skills are an indispensable capability for consultants.
Consultants have an enormous number of communication touchpoints. These include regular team meetings, interactions with client frontline staff, senior executives, and external experts, among others.
Those who are uncomfortable with communication or find it time-consuming to convey their thoughts may be better suited to roles that involve more independent, solo work rather than consulting.
(7) High Stress Tolerance
People with strong stress tolerance are well-suited for consulting.
Consultants may sometimes be entrusted with high-stakes work that can significantly impact a client’s business direction. Since their decisions and recommendations can affect many stakeholders, the pressure can be considerable.
At the same time, the rewards are equally significant—which is why many consultants in this field tend to be people who can handle high levels of pressure with resilience.
Conclusion
In this article, we addressed the question “Is consulting really that demanding?” by explaining the reasons why consulting is considered a high-pressure profession, the realities of the workload, and the characteristics of people who are well-suited for the role.
While consulting can be demanding at times, there are also periods of relative calm. Moreover, work-style reform has increasingly taken hold in the consulting industry in recent years, making it a more workable environment than it once was.
If you’re interested in a consulting career, it’s important to clarify the kind of work-life balance you want to achieve and choose a firm that aligns with your goals.
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