• Consultancy in management education

      Matthias, Olga; Campbell, J. (2018)
      The chapter interrogates the teaching and application of management consultancy as part of an MBA and examines its relevance in management education. Mature and experienced students, many with impressive CVs recording multiple career successes, demand that the core experience of their MBA programmes provide opportunities apply theoretical knowledge in real-life situations. The further opportunity to work with blue-chip clients on projects of strategic importance to the client offers further opportunities to test management thinking and consultancy practise in a robust and challenging manner. Students often have experience of working with consultants previously, but most have little experience of managing and delivering projects for clients within a consultancy framework. The pedagogical challenge is to teach students the true value proposition in consultancy beyond the transactional relationship inherent in answering a question set by the client. The basic process approach moves students from considering consultancy as a phenomenon that ‘happens’ to a client with a solution magically appearing upon project conclusion, to a position where students recognise consultants as a true ‘change agent’, unfreezing clients from previous positions and realising new capabilities (Lewin, 1951). There is an examination of ensuring the relevance of the management consultancy approach to students as part of their MBA journey as well as relevance to the client companies in engaging with the University. There is discussion on how teaching the right approach to management consultancy project management and research-orientated methodology retains the focus on the performance of the client organisation (Applebaum and Steed, 2005). There is consideration of how true impact on client companies is achieved by ensuring legacy forms part of expectation management (Kirk, 2000) with client companies keen to reengage with future MBA student teams. The chapter concludes with a reflection on future development of consultancy within management education, including syllabus co-design with consultancy clients.
    • Management Consultancy Insights and Real Consultancy Projects

      Manville, G.; Matthias, Olga; Campbell, J. (2018)
      The field of Management Consulting research has grown rapidly in recent years. Fuelled by the drivers of complexity and uncertainty, a growing number of organizations - both profit and third sector alike - are looking at Management Consulting to assist in their aims for development and change. Consultants and change agents have become a common feature in organizational change initiatives, with individual consultants and consulting firms now involved in both providing advice and in implementing ideas and solutions. Management Consulting needs to demonstrate value through the application of academic thinking to real life challenges faced by organisations. The book seeks to address these issues by offering applied theoretical insights from academics that both teach Managing Consultancy and are also practicing management consultants. Written by recognized experts in their field, the contributors combine original insights with authoritative analysis. Uniquely, this book identifies emerging themes with critical discourse and provides rich empirical case study evidence to show the reader how Management Consulting projects are implemented. The second part of the book features real-world consultancy projects, written up as cases conducted for organizations. The organizations themselves range from SMEs to multi-national organizations and the public sector. The case studies are international by context and composition, covering several continents.