<abstract xmlns="http://www.w3.org/1999/xhtml">

In 2018, a research project was initiated by a team connected with the International Council for Management Consulting Institutes to analyse the factors that account for the relative strength of country’s management consulting sector. The results of this project, the Consulting Readiness Index (CRI) were reported in the previous issue of the Management Consulting Journal (Haslam et al, 2018). Since the development of the CRI, further investigation has been conducted to enable the ingredients of the CRI to estimate the financial value of national management consulting markets. This paper describes the approach, the results and the implications.
</abstract>

Estimating the Size of National Management Consultancy Markets

<abstract xmlns="http://www.w3.org/1999/xhtml">

The focus of this article is the critical role of management consultancy in providing a rich basis to understanding the mechanisms by which knowledge management and operations risk is influenced. This article raises vital questions as to how management consultants can successfully contribute to knowledge management and subsequently improve performance at all levels of the organization. I extended the literature by showing how management consultants can contribute to knowledge management, facilitating and fostering a firm’s capabilities. Insufficient consideration of the impact of management consultancy on the effectiveness of knowledge management has been exposed and I attempt to address this concern for the first time.
</abstract>

Becoming a Knowledge Management Consultant

The Paradox of PhD Graduates

The Skills and Competences of Management Consultants and How They are Developed

<abstract xmlns="http://www.w3.org/1999/xhtml">

The Consulting Skills for 2030 research project, conducted by the Centre for Management Consulting Excellence, took place in 2018 and involved 157 participants from the consultancy profession, academics and clients. The aim was to understand the skills that consultants will need to sell and deliver services, at a time of considerable technological and societal change. The research consisted of face-to-face interviews and a survey, exploring drivers of change including AI, Big Data, Cyber, Robotics, IoT, increased self-employment and globalisation. We also asked to what extent “timeless” skills of consultants such as Change Management would still be relevant in 2030. Finally, we invited unprompted insights from our respondents. The results ranked Cyber Security, AI, and Self-Employment as having the highest impacts, and we investigate the reasons and consequences. We also address the impact of clients seeing a more radical requirement for a skill shift among consultants than do consultants themselves.
</abstract>

Consulting Skills for 2030

AHEAD OF PRINT

Volume 7 (2024): Issue 2 (June 2024)

Volume 7 (2024): Issue 1 (February 2024)

Volume 6 (2023): Issue 2 (June 2023)

Volume 6 (2023): Issue 1 (February 2023)

Volume 5 (2022): Issue 2 (May 2022)

Volume 5 (2022): Issue 1 (January 2022)

Volume 4 (2021): Issue 2 (June 2021)

Volume 4 (2021): Issue 1 (January 2021)

Volume 3 (2020): Issue 1 (June 2020)

Volume 2 (2019): Issue 2 (December 2019)

Volume 2 (2019): Issue 1 (June 2019)

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

Volume 1 (2018): Issue 1 (June 2018)

Management Consulting Journal

 The Management Consulting Journal (MCJ) focuses on the practice of management consulting and the management consulting sector. It publishes two volumes a year. It welcomes submissions from academics and practitioners. In addition to carrying full academic papers, it also includes ‘consulting shorts’, which are briefer reports and thought leadership pieces on contemporary consulting issues. It is an international journal drawing on research and insight from around the world, and is linked with the International Council of Management Consulting Institutes’ values and aims around standards and professionalism in the sector.   The aims of the journal are to:      Highlight and debate issues pertinent to the management consulting sector and management consulting practice.   Focus mainly on issues which have practical value, rather than discussing conceptual principles and theory.   Promote understanding of the management consulting sector and the practice of management consulting.      Archiving   Sciendo archives the contents of this journal in Portico - digital long-term preservation service of scholarly books, journals and collections.   Plagiarism Policy   The editorial board is participating in a growing community of Similarity Check System's users in order to ensure that the content published is original and trustworthy. Similarity Check is a medium that allows for comprehensive manuscripts screening, aimed to eliminate plagiarism and provide a high standard and quality peer-review process. 