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Volume 1 (2018): Edition 2 (December 2018)

Volume 1 (2018): Edition 1 (June 2018)

Détails du magazine
Format
Magazine
eISSN
2631-987X
Première publication
07 Jun 2018
Période de publication
2 fois par an
Langues
Anglais

Chercher

Volume 1 (2018): Edition 1 (June 2018)

Détails du magazine
Format
Magazine
eISSN
2631-987X
Première publication
07 Jun 2018
Période de publication
2 fois par an
Langues
Anglais

Chercher

5 Articles
Accès libre

So What Makes a Successful Consulting Project?

Publié en ligne: 02 Dec 2021
Pages: 1 - 6

Résumé

Accès libre

Consulting Capabilities for Organisational Change

Publié en ligne: 02 Dec 2021
Pages: 7 - 15

Résumé

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.

Accès libre

The ‘World’s Newest Profession’ is no Longer Dispensable; What Does it Mean for Consultancy Firms?

Publié en ligne: 02 Dec 2021
Pages: 16 - 27

Résumé

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.

Accès libre

Evolution or Revolution? Alternative Assignment Scopes

Publié en ligne: 02 Dec 2021
Pages: 28 - 33

Résumé

Accès libre

Becoming a Consultant

Publié en ligne: 02 Dec 2021
Pages: 34 - 42

Résumé

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.

5 Articles
Accès libre

So What Makes a Successful Consulting Project?

Publié en ligne: 02 Dec 2021
Pages: 1 - 6

Résumé

Accès libre

Consulting Capabilities for Organisational Change

Publié en ligne: 02 Dec 2021
Pages: 7 - 15

Résumé

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.

Accès libre

The ‘World’s Newest Profession’ is no Longer Dispensable; What Does it Mean for Consultancy Firms?

Publié en ligne: 02 Dec 2021
Pages: 16 - 27

Résumé

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.

Accès libre

Evolution or Revolution? Alternative Assignment Scopes

Publié en ligne: 02 Dec 2021
Pages: 28 - 33

Résumé

Accès libre

Becoming a Consultant

Publié en ligne: 02 Dec 2021
Pages: 34 - 42

Résumé

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.

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