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Disruption in management consulting is characterized by companies that focus on smaller, less attractive clients being overlooked by larger firms pursuing bigger profit opportunities. As established firms seek larger clients with significant problems, they inadvertently neglect smaller projects that can be equally valuable. This creates space for new entrants to capture the lower end of the market, gradually moving up to compete for larger projects. The key takeaway is that disruption often arises from unexpected market segments, compelling traditional firms to stay vigilant against competitors that start by serving overlooked niches.