Foreword

The two terms relate to consultants and clients in general, regardless of their sex or sectoral, ethnic, country or other characteristics. In referring to these groups in the text, it has sometimes been necessary to use the masculine gender for the sake of style, or in quoting other sources; it is however fully appreciated that in practice there are more and more women among business people, managers and consultants.

Unless specified otherwise, the term consulting firm applies to any type of organizational unit whose function is to provide consulting services. This term is sometimes used interchangeably with the terms consulting unit or consulting organization. The term consulting process is used as a generic term to describe the range of activities and the consultant–client interaction in solving the client’s problems. A particular job done by a consultant for a particular client is normally called a consulting assignment (project, case, engagement).

The authors are aware of the ongoing debates concerning the changing scope and focus of consulting, the increasingly blurred borders and progressing integration between management, business and information technology consulting, the “intrusions” of other professions in management consulting (and vice versa) and other developments. These trends are reviewed. However, we have maintained our preference for calling the object of our writing “management consulting” rather than turning to a new, not yet widely accepted and perhaps only temporary denomination.

Plan of the book

The guide is divided into 38 chapters, grouped in 5 parts, followed by 7 appendices.

Part I (Chapters 1–6) presents an overall view of the consulting method and profession. Emphasis is placed on the consultant–client relationship, on the role and intervention methods of management consultants in the process of change, and on the principles of professional ethics.

Part II (Chapters 7–11) is a systematic review of the consulting process, divided into five major phases: entry, diagnosis, action planning, implementation and termination.

Part III (Chapters 12–26) provides an introduction to consulting in various areas of management and in some specific sectors. The areas covered are general management and corporate strategy, information technology, finance, marketing, e-business, operations, human resources, knowledge management, productivity and performance improvement, quality management, company transformation and renewal, and the social role and responsibility of business. The sectors covered include small businesses, informal sector enterprises and the public sector.

Part IV (Chapters 27–35) deals with the management of consulting processes and firms. The main aspects examined are the nature of management in the professions and in consulting, the strategy of consulting firms, marketing of consulting services, costs and fees, assignment management, quality

xix

Management consulting

management and assurance, operational and financial control, knowledge management in consulting, and structuring of consulting firms.

Part V (Chapters 36–38) focuses on careers and remuneration in consulting, the training and development of consultants, and future perspectives of the consulting profession.

The appendices provide selected information supplementing the main text, as well as material and guidelines for a deeper study of consulting methods and processes discussed in various parts of the book:

●Appendix 1 is a concise guide addressed to clients and summarizing the main principles of choosing and using consultants.

●Appendix 2 lists international and national organizations in the consulting profession.

●Appendix 3 is a guide to information and learning sources that are particularly useful to consultants, including a number of Internet-based sources.

●Appendix 4 discusses the key points of consulting contracts, including critical legal aspects.

●Appendix 5 is a primer on current trends and issues in intellectual property.

●Appendix 6 suggests how the case method can be used in consultants’ training and learning.

●Appendix 7 summarizes the main principles of report-writing.

xx