Management Consultancy: What Next? by F. Czerniawska

By F. Czerniawska

This publication is a considerable re-write of the author's prior ebook on administration consultancy that has demonstrated itself as a number one e-book in this subject. This re-write focuses upon the research of the impression of e-business at the consulting in addition to studying the altering constitution of the and rising segmentation. it is also fresh fabric at the efforts of consulting corporations to regulate wisdom extra successfully and contains new and extra examples and interviews.

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Because it will increasingly cut across the internal divisions within firms, and across the external divisions between firms. Another effect will be that many of the ways we currently categorise firms will be meaningless. It won’t – for instance – matter where a firm came from in the past (strategy / ex-accounting / and so on). But does this mean that segmentation becomes impossible? I’d suggest that ebusiness, while on the one hand it has increased the fluidity of the consulting industry, has also started to polarise it.

Separating the individual from the idea The other key challenge is the efficiency with which consulting firms can convert their ideas into sellable products – their intellectual capital into intellectual income. If the e-business consulting market is anything to go by, then this would appear to be a challenge to which consultants have risen. Indeed, they have almost become victims of their own success, with ideas being ‘methodologised’ before they’ve been fully developed. Once again, the economic pressure to find a way of delivering even the newest ideas profitably has overwhelmed any desire to retain an innovative, even highly-customised, approach.

Clearly, it means that the consulting firm is not burdened with an additional member of staff, whose skills as a consultant may be limited. But, more importantly, it also allows the consulting firm to maintain the distinction between creativity and delivery on which much of its internal operations and profitability is dependent. 48 Management Consultancy: What Next? Indeed, the seeds of this trend are already apparent. The links between business schools and consultancies are becoming closer and more numerous.

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