Management Consultancy

This book explores the dynamics of management consultancy, revealing how consultants interact with clients and whether they truly innovate or reinforce existing knowledge.

In Management Consultancy, the often opaque world of consultancy is brought into focus, revealing the intricate dynamics that unfold behind closed doors during consulting projects. While management consultants are typically viewed as vital conduits for management ideas, this book delves deeper into their actual interactions with clients. It poses critical questions about the nature of their work: do they genuinely innovate, or do they merely reinforce existing knowledge? Through a comprehensive three-year 'fly-on-the-wall' study, the authors challenge conventional perceptions of consultancy, offering readers a unique perspective on the collaborative processes at play.

The research presented in Management Consultancy integrates theories of knowledge and social boundaries, illustrating the complex and evolving relationships between consultants and their clients. The book emphasizes that the roles of consultants cannot be simply classified as outsiders or experts; instead, they are part of a dynamic interplay where various boundaries are continuously constructed and negotiated. The chapters highlight the significance of boundary complexity, the role of humor in easing tensions, and the necessity of shared knowledge domains, such as sector-specific insights, in fostering effective collaboration.

This in-depth exploration covers a diverse array of consultancy contexts, including case studies from a US-based strategy firm working with a multinational client, public and private sector engagements, and IT implementation projects in financial services. Management Consultancy is an essential read for anyone interested in the intricacies of management consultancy, project collaboration, and the evolving landscape of professional services.