Abstract
If we truly believe that “people are our greatest asset” as the old saying goes, we generally don’t treat them as assets. Traditional assets such as furniture, buildings and intellectual property are treated in a prescribed manner on financial statements as well as the ongoing care and maintenance of that asset. The author challenges the notion of considering people as expenses only and introduces five different models (or asset classes) of a management consulting firm’s greatest resource - its people. Some of these models have been around for decades, some are emerging, and all are changing with the incessant demand for adaptation of our management consulting industry worldwide.