[Reality of Consultant Job Changes] 67% Recognize 'Internal Evaluation is Higher Than Market Value'! What are the True Skills Employers Seek, as Nearly 90% of Consultants Feel Their Daily Work is 'Filling Staffing Shortages'?

Axis Consulting Co., Ltd. (Headquarters: Chiyoda-ku, Tokyo / Representative Director and COO: Fumitaka Ito) conducted a survey on "Consultant Market Value and Career Optimization Strategies" targeting active consultants, individuals who have transitioned from consulting firms to operating companies (hereinafter referred to as post-consultants), and business unit managers or higher involved in recruitment at operating companies.

The career path for consultants is currently undergoing a major transformation.

In addition to the traditional path of "transitioning from consulting to a large operating company," recent years have seen a rapid increase in career paths that involve taking risks and "participating in management," such as joining startups aiming for returns through stock options or individual M&A utilizing search funds.

However, behind this diversification, the question of "to what extent is a consultant's experience applicable in the market?" has emerged as a more realistic challenge than ever before. The "optimal timing" and "conditions for market evaluation" to maximize one's career can no longer be found in past success stories.

This survey focused on the gap between consultants' self-perception of market value and the reality of their careers, clarifying its structure.

Click here for the full survey report.

Approximately 70% responded that "internal evaluation is higher than market value."

First, we asked active consultants and post-consultants about their perception of the gap between their current internal evaluation and objective market value.

When asked, "How do you feel about your internal evaluation (salary and position) and your 'actual market value' from the perspective of the external market?" the following results were obtained:

"Internal evaluation is significantly higher than market value (24.9%)"

"Internal evaluation is slightly higher than market value (42.1%)"

"Internal evaluation and market value are almost the same (23.9%)"

"Internal evaluation is slightly lower than market value (7.1%)"

"Internal evaluation is significantly lower than market value (2.0%)"

It was found that 67% of the total recognized that "internal evaluation is higher than market value."

This indicates the possibility that the internal evaluation system and the external market evaluation criteria do not necessarily align in the consulting profession.

Approximately 90% feel "staffing shortage filling, not strategy."

So, what do consultants actually feel about their daily consulting work?

When asked, "Do you feel that your consulting work is not primarily about 'strategic value provision' but rather 'temporary staffing shortage filling' for clients?" approximately 90% responded with "strongly feel (34.0%)" or "somewhat feel (52.4%)."

This highlights the reality that the majority feel their work often involves filling resource gaps rather than providing the expected strategic value, functioning as "practical personnel" to compensate for clients' staffing shortages.

"Consultant" or "Manager"?

Next, when asked, "If you were to change jobs to a different industry, which title do you think would be most highly valued in the market and most likely to receive a high offer?" the following results were obtained:

■ Active Consultants

"Consultant (31.0%)"

"Manager (21.2%)"

"Senior Consultant (20.4%)"

■ Post-Consultants

"Consultant (42.0%)"

"Senior Consultant (18.4%)"

"Manager (15.9%)"

■ Business Unit Managers or Higher Involved in Recruitment at Operating Companies

"Manager (24.9%)"

"Director (17.9%)"

"Consultant (16.0%)"

While active consultants and post-consultants believe the title "Consultant" is valued, business unit managers or higher involved in recruitment at operating companies seem to highly value "Manager" and "Director," which involve management experience.

These results show that while consultants perceive their practical skills as a strength, operating companies seek management capabilities to lead organizations.

Experiences that enhance market value are "large-scale PMO experience" and "strategy formulation experience."

There was a discrepancy in the perception of valued titles, but what kind of "experience" do you think directly leads to actual offer conditions?

When asked, "What do you think are the factors that significantly boost the salary and title of offers consultants receive in the 2026 job market?" the following results were obtained:

■ Active Consultants

"Large-scale PMO (Project Management Office) experience (47.8%)"

"Strategy formulation experience (41.6%)"

"Troubleshooting experience (33.8%)"

■ Post-Consultants

"Large-scale PMO (Project Management Office) experience (47.8%)"

"Strategy formulation experience (41.6%)"

"Troubleshooting experience (33.8%)"

■ Business Unit Managers or Higher Involved in Recruitment at Operating Companies

"Large-scale PMO (Project Management Office) experience (47.8%)"

"Strategy formulation experience (41.6%)"

"Troubleshooting experience (33.8%)"

These results indicate that large-scale PMO experience and strategy formulation experience are highly valued across all groups, suggesting that these experiences are crucial for enhancing a consultant's market value.