Issues

Journal & Issues

Volume 5 (2022): Issue 2 (June 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)

Journal Details
Format
Journal
eISSN
2631-987X
First Published
07 Jun 2018
Publication timeframe
2 times per year
Languages
English

Search

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

Journal Details
Format
Journal
eISSN
2631-987X
First Published
07 Jun 2018
Publication timeframe
2 times per year
Languages
English

Search

5 Articles
Open Access

So What Makes a Successful Consulting Project?

Published Online: 02 Dec 2021
Page range: 1 - 6

Abstract

Open Access

Consulting Capabilities for Organisational Change

Published Online: 02 Dec 2021
Page range: 7 - 15

Abstract

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.

Open Access

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

Published Online: 02 Dec 2021
Page range: 16 - 27

Abstract

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.

Open Access

Evolution or Revolution? Alternative Assignment Scopes

Published Online: 02 Dec 2021
Page range: 28 - 33

Abstract

Open Access

Becoming a Consultant

Published Online: 02 Dec 2021
Page range: 34 - 42

Abstract

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
Open Access

So What Makes a Successful Consulting Project?

Published Online: 02 Dec 2021
Page range: 1 - 6

Abstract

Open Access

Consulting Capabilities for Organisational Change

Published Online: 02 Dec 2021
Page range: 7 - 15

Abstract

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.

Open Access

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

Published Online: 02 Dec 2021
Page range: 16 - 27

Abstract

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.

Open Access

Evolution or Revolution? Alternative Assignment Scopes

Published Online: 02 Dec 2021
Page range: 28 - 33

Abstract

Open Access

Becoming a Consultant

Published Online: 02 Dec 2021
Page range: 34 - 42

Abstract

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.

Plan your remote conference with Sciendo