This chapter considers how the concept of “planning” in the 1950s led to the emergence of a dynamic and growing management consultancy industry, dominated by the “Big Four” firms which were all “British generation” consultancies. The postwar boom in interest in “planning” is shown to have ushered consultants into the public sector. But, through researching Harold Wilson’s own papers and correspondence, Wilson’s reforming zeal and suspicions of the civil service are highlighted as critical in the creation of a state market for consultancy. Though seldom noted, management consultants from AIC Limited undertook the majority of the influential Fulton Committee on the Civil Service review; and so the subsequent indelible impression the British generation left on the civil service is considered in this chapter. The role consultants played in advising departments on how to revive British industry during the challenging decade of the 1970s is also focused on.