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<p>This paper examines the use of management consultants in the German Ministry of Defence in 1981 and 1982. After an affair concerning the procurement of the Tornado fighter aircraft, the Minister of Defence, Hans Apel, hired a team from the consulting firm McKinsey to develop a new organisational concept. This paper examines the special features of the German procurement and defence administration as well as the reasons for the failure of projects of administrative innovation. Focus is placed on the role of management consultants in the implementation of organisational innovations and their relationship to the actors within the ministerial administration.</p>
</abstract>

This paper examines the use of management consultants in the German Ministry of Defence in 1981 and 1982. After an affair concerning the procurement of the Tornado fighter aircraft, the Minister of Defence, Hans Apel, hired a team from the consulting firm McKinsey to develop a new organisational concept. This paper examines the special features of the German procurement and defence administration as well as the reasons for the failure of projects of administrative innovation. Focus is placed on the role of management consultants in the implementation of organisational innovations and their relationship to the actors within the ministerial administration.

McKinsey auf der Hardthöhe: Unternehmensberater im Bundesministerium der Verteidigung 1981/82

Administory

This work is licensed under the Creative Commons Attribution 4.0 International License.

This paper examines the use of management consultants in the German Ministry of Defence in 1981 and 1982. After an affair concerning the procurement of the...

McKinsey auf der Hardthöhe: Unternehmensberater im Bundesministerium der Verteidigung 1981/82

Online veröffentlicht: 14. Dez. 2022

Seitenbereich: 151 - 171

DOI: https://doi.org/10.2478/adhi-2022-0002

© 2022 Johannes Löhr, published by Sciendo

This work is licensed under the Creative Commons Attribution 4.0 International License.