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Discusses the increase in flexible employment with particular reference to independent management consultants. Suggests that such consultants miss out on the sense of belonging generated by teams and teamworking in the corporate situation. Details two cases where associations of independent consultants have managed to create a sense of belonging and teamwork: the Richmond Group, which is a leading formalized network of independent management consultants which is structured and has well‐designed internal rules; and the Dunstable Management Group, which is a free and voluntary association of like‐minded professionals operating on a single level of authority. Concludes that the principles of teamwork can be translated from the corporate sector into the independent consultancy.

Provides advice for senior executives considering moving into independent consultancy. Details a six‐day programme dealing with appearance, skills, communication/presentation, information technology, personal finance, and sales and marketing. Considers the impact of changing from office to home base. Concludes that temporary and interim executive services will become as acceptable as management consultancy itself.

Examines the progress of interim management over the last five years. Presents key statistics to show that the size of the market for interim managers has doubled and that the technique has gained greater recognition. Considers threats to the continuation of this growth.

The Northfleet Group of Gravesend, Kent — UK market leaders in retail display systems — has appointed Gary B. Pettit to head the company's projects division as major accounts manager. This is a new position within the group which is aimed at the continued expansion and development of the division in serving the company's multiple retail and wholesale outlets. In this capacity, Mr Pettit reports directly to the sales director and leads a team of four managers and a further 16 sales and administrative personnel.