{"title":"So What Makes a Successful Consulting Project?","authors":"S. Haslam, Neil Fleming","doi":"10.2478/mcj-2018-0001","DOIUrl":"https://doi.org/10.2478/mcj-2018-0001","url":null,"abstract":"What constitutes a successful consulting project is a question that has attracted interest from practitioners and researchers alike. Aside from getting the invoices paid, successful projects provide consulting firms with additional benefits and value. Marc Baaij, in his Introduction to Management Consultancy (2014) suggests the evaluation of the success of a consulting project potentially helps a consulting firm in four ways: 1) it offers a reference point by which the quality of the project’s deliverables can be judged in relation to the fee charged; 2) it enables the scrutiny of the degree to which it contributed to the value created by the project, compared to, for example serendipitous circumstances; 3) it can provide the data to help the appraisal and development of consultants; and 4) it leads to the creation of learning and credentials for the firm’s future work, in the form of reputational collateral, references, and knowledge.","PeriodicalId":367213,"journal":{"name":"Management Consulting Journal","volume":"123 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116047880","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Becoming a Consultant","authors":"David Biggs","doi":"10.2478/mcj-2018-0005","DOIUrl":"https://doi.org/10.2478/mcj-2018-0005","url":null,"abstract":"Abstract A number of different authors have highlighted the need for postgraduate students to be work ready for a career in consulting. This paper examines a cohort of 21 MSc students from a UK-based University and how they addressed this issue through an assignment geared up towards this aim. The completed assessments ranged in terms of the strategies the students used to assess their development needs for a career in consultancy. Strategies used consisted of: competency analysis, SWOT analysis, psychometric tests, use of the British Psychological Society consultancy cycle (from the Qualification in Occupational Psychology) and use of consultancy cycles from other sources. Interestingly there was a lack of consistency between students in terms of what strategies they chose to be future consultants. This research is useful because it systematically demonstrates which strategies may be used by postgraduates to identify the skills and behaviours they need for a consultancy career.","PeriodicalId":367213,"journal":{"name":"Management Consulting Journal","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125431629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Evolution or Revolution? Alternative Assignment Scopes","authors":"B. Ing","doi":"10.2478/mcj-2018-0004","DOIUrl":"https://doi.org/10.2478/mcj-2018-0004","url":null,"abstract":"This is an exploration, based on similar concepts derived for the physical sciences by Thomas Kuhn, of the nature of change consultants propose for their clients. A distinction is made for assignments which are revolutionary and those which are evolutionary. It is noted that the latter strongly predominate and of themselves alone provide the benefits which justify the existence of our management consultancy profession. Finally, the position of a consultant proposing change which could be of either category to an organisation is discussed.","PeriodicalId":367213,"journal":{"name":"Management Consulting Journal","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124348833","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The ‘World’s Newest Profession’ is no Longer Dispensable; What Does it Mean for Consultancy Firms?","authors":"Olga Matthias","doi":"10.2478/mcj-2018-0003","DOIUrl":"https://doi.org/10.2478/mcj-2018-0003","url":null,"abstract":"Abstract A major focus for consultants is pipeline. Generating future work is as important as delivering current projects because it provides continuity and hopefully growth of the business. This inherent uncertainty in the sales pipeline is perhaps the consulting firms’ biggest concerns. This paper seeks to demonstrate how management consultancy has actually become widespread and embedded in the economic activity of organisations. The research synthesised in this paper presents client perspectives on how consultants add value. Particular insight is given into the key features which differentiate those firms that are chosen for projects against those that are not. The findings suggest that the industry has transitioned from a dispensable service to an institutionalised one, embedded in client business cycles and operating procedures. This has implications for how individual consultancy firms develop and deliver their services, moving emphasis from market uncertainty to service design and quality.","PeriodicalId":367213,"journal":{"name":"Management Consulting Journal","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131626852","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Consulting Capabilities for Organisational Change","authors":"J. Hodges","doi":"10.2478/mcj-2018-0002","DOIUrl":"https://doi.org/10.2478/mcj-2018-0002","url":null,"abstract":"Abstract The aim of this article is to examine the capabilities for consultancy for organisational change. Based on empirical evidence, insight is provided into the capabilities that consultants need in order to be effective in organisational change. These include: building and maintaining relationships; building and sustaining trust; managing emotions; being self-aware; gaining commitment and engagement; being resilient; demonstrating a tolerance for ambiguity and uncertainty; demonstrating political astuteness; managing the power dynamics; and creating effective organisational change conversations. The relative emphasis on each capability will depend upon the situation, but all are vital in consultancy for change.","PeriodicalId":367213,"journal":{"name":"Management Consulting Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130108788","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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