Much of this book focuses on the individual practitioner and on small scientific consultancies that remain under the control of a single entrepreneur. This seems logical, as most scientific consulting entities are in these categories. But this is only part of the universe of consulting, for out beyond these small businesses are much bigger ones, variously labeled “megaconsultants,” “superconsultants,” or “umbrella” consultants. These are large profit-making organizations (usually corporations) often with complex internal management structures, with in-house technical capabilities, and with skills in technical management of a shifting cadre of subcontractors (other consultants) who supply much of the scientific expertise and capability.
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