I believe that these traits make them easier to do business with than smaller or non-complex organizations. However, you need to have a particular entry strategy. You can t use the old hierarchical standards, nor office size, nor business card, to qualify the buyer. In talent-rich, aggressive firms in particular, the buyer may be a relatively young, relatively new employee. It is extremely unusual for even large consulting contracts to be purchased at the CEO or COO levels in complex companies.
Flexibility is crucial.
Trust and integrity are essential. The key people within them expect to deal with those possessing similar values. If you insist on extensive non-disclosure forms to protect your proprietary property, convoluted legal provisions in your contract, and strict copyright protection on your forms and reports, you are not creating a trusting environment. You must provide high value and keep the big picture in mind if you are to obtain the kind of high-fee projects these organizations can offer. Consensus building is required.