sulting services are commonly broken down into eight task categories. Consultants can function as bridges for information and knowledge, and external consultants can provide these bridging services more economically than client firms themselves. Consultants can be engaged proactively, without significant external enforcement, and reactively, with external pressure. Proactive consultant engagement is engaged mainly with aim to find hidden weak spots and improve performance, while the reactive consultant engagement is mostly aimed at solving problems identified by external stakeholders. Marvin Bower, McKinsey's long-term director, has mentioned the benefits of a consultant's externality, that they have varied experience outside the client company. Management consulting could be classified into two categories:[citation needed] General management consulting, which concerns strategy, corporate finance, organization, environmental social and corporate governance, risk and compliance, and so forth. It entails questions that are relevant to the entirety of the client organization as a whole, on a management level.[citation needed] Specialized management consulting, which concerns questions that are specific to a certain function or subset of the client organization, such as legal management consulting, financial management consulting, digital management consulting, technology management consulting, operations management consulting, and Executive search.[citation needed] Management consulting often involves a mix of both of these categories. In the modern economic environment, management consulting firms are typically classified under the umbrella term of corporate ser