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

The purpose of this article is to indicate the importance of leadership in the post-pandemic recovery. The design of this article, which is based on my interviews with 48 consultants, is structured to offer a framework that influences the linkages among organizational leadership, knowledge management, organizational resources, and post-pandemic recovery. This article presents a framework that can guide executives in a post-pandemic world. This article also uncovers that the crucial role of knowledge management activities, such as coordinating and hosting the continuous sessions of company-wide experts to share their knowledge, may be underestimated and underutilized in a post-pandemic world.

Organisations are paying increasingly more attention to reflection. How do people handle issues cropping up at work? Intervision is a valuable tool. Intervision is a form of expertise development in which professionals call on their peers to help them gain insight into issues they have at work. They unravel a case submitted by one participant by asking questions according to the intervision method of choice.

Management consultants use intervision to explore the way they act and subsequently make the necessary adjustments. The more in-depth the intervision, the higher the added value, as the insights gained touch upon personal values and beliefs. Prerequisites for depth are safety and confidentiality, as well as questions that impel contemplation. Furthermore, the article discusses preconditions to improve the quality of the intervision.

The purpose of this paper is to clarify the essence of the Management Consulting phenomenon, as it applies to the Azerbaijan Republic and other regions.

The first part focuses on the historical basis of the establishment of Management Consulting as a separate profession and field, the arguments about it, and the geography of the initial spread. The second part clarifies some questionable practices in this area. The third part clarifies the level of consulting activities in Azerbaijan, consulting habits, and approach of the local community in this area, and the fundamental obstacles that make the phenomenon impossible to develop.

The Centre for Management Consulting Excellence (CMCE) carried out some exploratory research into how consultants access and use outputs of academic research in their work. We investigated: •

The extent to which consultants used outputs of academic research in their work;

The research found that academic work contributes to the knowledge base that consultants draw on in three main ways:

It is a source of ideas underlying major types of consulting interventions and of widely used consulting tools;