{
    "filename": "Strategy-Consulting",
    "department": "Manager",
    "cleaned_text": "kraaijenbrink strategy consultingstrategy consulting one highly respected time deeply detested jobs planet despite attention controversy surprisingly little written specifically address void element provides comprehensive overview fascinating emerging profession relying existing research authors practical experience describes strategy consulting comes effectively practice take future taking position individual strategy consultant element offers insightful perspective useful scholars students consultants clients strategy consulting moves away dominant corporate practice analytical strategy consulting instead offers idealized wholebrain wholeperson view strategy consulting could like order fully live promise profession contributing society series business strategys reach vast field strategy long history medieval colonial times todays developed developing economies series offers place interesting illuminating research including industry corporate studies strategizing service industries arts public sector new forms internet based commerce meet needs fields demanding methodologies series also cover todays expanding gamut analytic techniquesseries editor jc spender kozminski universitybusiness strategy issn online issn printstrategy consulting jeroen kraaijenbrink cover image irinkshutterstock terms use available httpswwwcambridgeorgcoreterms httpsdoiorgdownloaded httpswwwcambridgeorgcore ip address aug subject cambridge coreterms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreelements business strategy edited jc spender kozminski university strategy consulting jeroen kraaijenbrink university amsterdam terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreuniversity printing house cambridge cb bs united kingdom one liberty plaza th floor new york ny usa williamstown road port melbourne vic australia rd floor plot splendor forum jasola district centre new delhi india anson road singapore cambridge university press part university cambridge furthers university mission disseminating knowledge pursuit education learning research highest international levels excellence wwwcambridgeorg information title wwwcambridgeorg doi jeroen kraaijenbrink publication copyright subject statutory exception provisions relevant collective licensing agreements reproduction part may take place without written permission cambridge university press first published catalogue record publication available british library isbn paperback issn online issn print cambridge university press responsibility persistence accuracy urls external thirdparty internet websites referred publication guarantee content websites remain accurate appropriate terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corestrategy consulting elements business strategy doi first published online august jeroen kraaijenbrink university amsterdam author correspondence jeroen kraaijenbrink jkkraaijenbrinkcom abstract strategy consulting one highly respected time deeply detested jobs planet despite attention controversy surprisingly little written speci \ufb01cally address void element provides comprehensive overview fascinating emerging profession relying existing research author practical experience describes strategy consulting comes e\ufb00ectively practice take future taking position individual strategy consultant element \ufb00ers insightful perspective useful scholars students consultants clients strategy consulting moves away dominant corporate practice analytical strategy consulting instead o\ufb00ers idealized wholebrain wholeperson view strategy consulting could like order fully live promise profession contributing society keywords strategy consulting wholeperson consulting strategy making consulting roles future consulting jeroen kraaijenbrink isbns pb oc issns online print terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corecontents introduction origins strategy consulting traditional strategy consulting limitations nature purpose strategy consulting strategy consulting process strategy consulting roles conclusion outlook references terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreany chief executive hires consultant give strategy \ufb01red henry mintzberg introduction strategy consultant aware job people love hate relationship one hand triggers awe envy although perhaps much used wellpaid career strategy consultant still high wish list many mba students within whole market consulting jobs strategy consultants top hier archy least like think hand strategy consultants consultancy \ufb01rms heavily criticized scholars writing executives worked ask quite critical strategy consultants added value ethics way work ing illustrative critical perspective books consulting baring titles dangerous company oshea madigan consulting demons pinault witch doctors micklethwait wooldridge consulting \ufb01rms awe criticism apply strongest mckinsey company mckinsey short along also apply major consulting \ufb01rms boston consulting group bain company kearney booz allen hamilton seems either love hate time paradoxical attitude towards strategy consulting insightful fact companies hire strategy consultants pay signi \ufb01cant amounts money services shows serve important purpose valued customers time though sheer volume severity criticisms strong indicators something entirely right strategy consulting practised today purpose element therefore explore strategy consulting lead practised effectively focus speci\ufb01cally strategy consulting surprisingly despite impact controversy much written numerous works management consulting general baaij kipping clark newton even strategy consulting large speci \ufb01cs strategy consulting exception armbr\u00fcster kipping blom lundgren delany payne lumsden van den bosch baaij v olberda clear void element intend help \ufb01ll void dual perspective interview duff mcdonald april quoted mcdonald business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corea scholar aim give balanced overview research others done strategy consulting experiences described add views experience strategy consultant combining outsider insider views element intends offer fresh perspective speci \ufb01cs strategy consulting goes beyond status quo related work even though much written speci \ufb01cally strategy consulting extensive body literature management consulting broadly since strategy consulting part much literature relevant strategy consulting well therefore starting point element brie\ufb02y outline \ufb01ve main types publication available helps demarcate element serves point reference reading the\ufb01rst type publication comprehensive work provides almost encyclopaedic overview management consulting entails comes works single three \ufb01rst page reference work management consulting guide profession edited milan kubr targeted primarily prospective consultants contains contributions numerous authors giving indepth practical understanding management strategy consulting second reference work oxford handbook management consulting edited bymatthias kipping timothy clark targets academics offers theoretical understanding \ufb01eld outlines avenues research third mention mckenna world newest profession management consulting twentieth century ti singleauthored widely praised historical analysis management con sulting offers fascinating deep understanding management con sulting emerging profession getting thorough understanding management consulting strategy consulting practised studied past century three works recommended also comprehensive instrumental various management consulting textbooks written strategy management consult ing high wish list many mba students numerous textbooks facilitate courses topic three examples marc baaij san introduction management consultancy baaij philip wickham jeremy wilcock smanagement consulting delivering effective project wickham wilcock joe mahoney calvert markham management consultancy omahoney markham strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corecomprehensive textbooks giving representative view management consulting large consulting corporations looks like typically combine overview consulting history industry instrumental advice consult practice practical side also books directly targeted aspiring practising consultant \ufb01rst editions printed many copies sold peter block sflawless consulting guide getting expertise used block alan weiss million dollar consulting professional guide growing practice weiss amongst in\ufb02uential books offer extensive prescriptions effective consultant another example richard newton sthe management consultant mastering art consultancy although covers similar contents fact written personal perspective makes useful additional read fourth book category trusted advisor david maister charles green robert galford maister green galford like previous three book instrumental work explaining reader become trusted advisor particularly worth reading focus concept trusted advisor rather management consultancy return means relevant later element fourth also instrumental works describing approach speci \ufb01c consulting \ufb01rm unlike previous three categories books zoom one consulting company explain detail management consulting works particular company clear majority books mckinsey examples include mckinsey way ethan rasiel mckinsey mind byethan rasiel paul friga pyramid principle barbara minto andthe firm inside story mckinsey world controversial management consultancy duff mcdonald \ufb01rst three written ex mckinseyites actively promoting distributing way mckinsey works offer insider view means work world dominant consulting \ufb01rm revealing merely contents also style written mcdonald work different offers deep peek inner workings mckinsey time neutral comprehensive analysis mckinsey reveals strengths weaknesses finally critiques al ready referred earlier james shea charles madigan sdangerous company management consultants h eb u n e e st h e ys v ea n dr u n oshea madigan lewis pinault sconsulting demons inside unscrupulous world global business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corecorporate consulting pinault john micklethwait adrian wooldbridge sthe witch doctors management gurus saying matters make sense micklethwait woodridge polemical works criticizing management consulting various perspective less polemical critical critical consulting new perspectives management advice industry e e db timothy clark robin fincham primarily emphasizes rhetorical character much management consulting also insightful richard rumelt sgood strategybad strategy difference matters rumelt criticism strategy consulting per se strategy ge neral however given strategy consultants amongst important causes bad strategy provide useful insights wo r k x hw r ki nt h sc e g r yi ewald weiden sfolienkrieg und bullshitbingo handbuch f\u00fcr unternehmensberater opfer und angeh\u00f6rige slide war bullshit bingo manual management consultants victims relatives weiden parody approaching management consulting strike humour main added value helps take consulting consultants seriously together critical approach works makes worth reading helps understand weaknesses downsides managem ent strategy consulting practised far highlighting show improvement needed take strategy consulting next level altogether books offer thorough balanced view manage ment consulting looks like far evolved get upsides downsides even though concern management con sulting large much say applies directly strategy consulting element therefore repeat strategy consulting works already said means element attempt provide comprehensive overview strategy consulting explain big consulting \ufb01rms strategy consulting even though contain critical notes polemical attack strategy consulting main aim element look forward sketch strategy consulting could perhaps even look like future order fully live promise profession contributing society therefore element contains idealized future perspective accurate representative account strategy consulting today unfolds next sections leads wholebrain wholeperson view strategy consulting moves beyond dominant practice analytical strategy consulting strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core de \ufb01ning strategy consulting discussing strategy consulting useful \ufb01rst de \ufb01ne means goal come \ufb01nal allencompassing de \ufb01nition goal provide foundation view strategy consulting outlined element based since parts term strategy consulting discussion \ufb01rst de \ufb01ne separately strategy almost many de \ufb01nitions strategy authors writing means attempt de \ufb01ne strategy introduce debates disagreements nevertheless de \ufb01ne strategy consulting essential de \ufb01ne mean strategy important demarcate differences strategy types consulting alsoaffects strategy consulting could explained two earlier books strategy handbook p r sa n kraaijenbrink id e\ufb01ne strategy organization unique way sustainable value creation means organization strategy expresses value creates way differentiates itsmain competitors sustain difference longer period oftime de \ufb01nition neither unique original relies various previous de\ufb01nitions notably foundational work michael porter henry mintzberg mintzberg waters empha sis value creation uniqueness sustainability way organizations achieve points four important aspects focus value creation creating competitive advantage many de \ufb01nitions course competitive advantage organization helpful means towards unique sustainablevalue creation goal reason existence organizationis value creates customers therefore value creation centrestage strategy emphasis uniqueness means strategy aims standing com pared competition implies strategy \ufb02ects organiza tion aims different relevant competitors ideally difference \ufb02ects organization unique strengths speci \ufb01c needs customers targets focus sustainability means strategy longterm orientationa strategy sustainable provides organization suf \ufb01cient business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corereturns based resources soon depleted considers key stakeholders interests hard imitate cir cumvent others four requirements met strategy really sustainable strategy concerns way organizations try realize previous three aspects plan document set goals aspirations wishes way series steps actions enables organization create value unique sustainable way given organization environment change continuously way never \ufb01xed means strategy continuous process never stops starts brief de \ufb01nition strategy means important implications strategy consulting see sections continuous action oriented nature strategy results signi \ufb01cant implications strategy consultants cannot strategy consulting process looks like furthermore argued section focus sustainable value creation also signi \ufb01cant implications purpose outcomes strategy consulting looking consulting like strategy numerous de \ufb01nitions consulting exist examples include form providing help content process structure task series tasks consultant actually responsible task helping steele p consulting time trying change improve situation direct control implementation block p x x n management consultancy thus form situationspeci \ufb01ca n c e provided independent external professional interventionexpert enables management client r g n z nt ot k ea c ni na n complex management situation hagenmeyer p w h l et h e differ together de \ufb01nitions highlight number characteristics de \ufb01ning consulting external consultant outsider supports organization orga nizational unit part also applies consultants within organizations outsiders units consult independence never percent independent income depends consulting assignment consultant independent possible means personal stake issue consult solution sought strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreprofessionals consultants quali \ufb01ed individuals relevant mindset experience skills expertise needed support clients high standards committed best clients support consultants help organizations solve problems execute tasks achieve goals cannot also means con sultants responsible control consult change consultant initiates designs facilitates andor executes change organizations task help organization make improvements help survive prosper along lines consultant external independent professional supporting organizations make changes consulting providing organiza tions support making changes external independent professional strategy consulting combining two aforementioned de \ufb01nitions strategy consulting providing organizations support making changes achieve unique sustainable value creation external independent professional simply helping organizations achieve unique sustainable value creation external independent professional simple de \ufb01nition starting point dive deeper scrutinize detail element strategy consulting entails need make two observations complement de\ufb01nition first strategy consulting something reserved big corpora tions neither client side consultant side organizations need strategy matter small even independent freelancers need unique sustainable way value creation survive prosper strategy consultancies large \ufb01rms small \ufb01rms independent consultants provide clients support making changes external independent professionals therefore whatever said strategy consulting element applies various types consultancies clients second de \ufb01nition simple strategy consulting complex kubr reminds us multidisciplinary involving social psycho logical legal technological aspects etc multifunctional concerning mar keting production engineering \ufb01nance hr rd etc multisidedness strategy makes strategy consulting one complex types con sulting even though functions marketing engineering \ufb01nance internal complexities fact strategy concerns integration adds another level complexity strategy consulting business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corefurthermore add strategy takes place environment characterized high volatility uncertainty obvious strategy consulting challenging job importantly referred introductory quote means strategy consultancy many things something static disengaged providing organization strategy strategy consulting profession words profession professional appeared several times aforementioned text brings us decadesold discussion whether management consulting therefore also strategy consulting profession notmckenna andkubr example explicitly use word profession title books also several aforementioned works explicitly address question therefore needs addressed element well matters question whether strategy consulting profession part broader discussion whether management strategy profession whether khurana rousseau spender sheer attention given question academics suggests matters two reasons the\ufb01rst reason language behaviours strategy consul tancies tend present professionals job profession suggest like example healthcare providers lawyers accountants following agreedupon practices rules guidelines present legitimate ask whether rightfully case may challenge consultants credibility ethics second reason strategy consulting aspires profession ideas profession entails serve frame reference assess current strategy consulting practice assess whether strategy consulting ful\ufb01ls criteria profession provides directions strategy consulting go words strategy consulting aspires profession criteria professions provide normative framework strategy consulting entail means whether strategy consulting profession depends identify whether something profession three ways \ufb01rst strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corea traitbased approach means listing traits profession assess whether strategy consulting traits traits mentioned include one professional associations formal training certi \ufb01cation standardized shared body knowledge code ethics one commits professional liability work done selfdiscipline selfregulation focus contributing greater good baaij kipping clark kubr mckenna second way assess whether strategy consulting profession follow developmental approach means looking whether stake holders involved strategy consulting currently taking required actions needed turn profession means assessing whether deliberate conscious coordinated attempt going translate set scarce cultural technical resources secure institutionalized system social \ufb01nancial rewards kirkpatrick muzio ackroyd third way look much whether \ufb01eld developing profession look whether strategy consultants act professionals follow professional approach includes appropriate competences avoiding con \ufb02icts interest impartial objective treating sensitive information con \ufb01dentially accepting inappropriate payments offering good value money taking account wider social concern ethical principles kubr whether strategy consulting profession evaluated seven traits \ufb01rst approach widely shared conclusion management consulting thereby strategy consulting implied best emerging profession \ufb01nd conclusion clearly work mckenna also works including kubr baaij kipping clark andgreiner motamedi jamieson conclude management consulting hardly quali\ufb01es profession seven traits example professional institutions international council management consulting institutes icmci membership low authority mentioned website example icmci represents individual consultants less percent total number management consultants united states alonealso lot strategy consulting training mostly given within boundaries single consulting \ufb01rm focused distinction rather creating shared body knowledge furthermore shared code ethics wwwstatistacomstatisticsnumberofmanagementconsultantsus numbers business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreno professional liability selfregulation clear focus greater good light practised today strategy consulting clearly profession following developmental approach conclusion similar even though strategy consulting presents often profession signs developing direction scattered initiatives example icmci widely spread coordinated attempts realize surprising mckenna andkirkpatrick muzio ackroyd observe consultancies interest develop profession professionalization would constrain currently bene \ufb01t professional image without constraints responsibilities come actual profession according \ufb01rst two approaches conclude strategy con sulting neither profession developing direction however seems agreement strategy consultants follow professional approach always exceptions large majority strategy consultants work manner kubr describes earlier relevant competences avoid con \ufb02icts interest try impartial objective together three brief assessments lead straightforward conclusion strategy consultants professionals function profession developing direction whether strategy consulting profession a\ufb01nal important question whether strategy consulting profession take two perspectives societal perspective individual perspective adopting societal perspective answer seems clearly con \ufb01rmative argued well supported evidence examples comprehensive works referred kipping clark kubr mckenna critical ones mcdonald micklethwait wooldridge oshea madigan pinault consultancies signi \ufb01cant role failure many clients also stimulating illegal unethical practices enron scandal mckinsey involvement notable example therefore societal perspective one could easily argue unconstrained power self interested behaviour ought constrained institutionalization formal training certi \ufb01cation selfregulation answering question personal perspective strategy consultant though leads different answer consultant want constrained like freedom fact standards strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coredictating work furthermore need institution legitimiz ing believe formal training going make better consultant think certi \ufb01cation institutional membership increase credibility also think regulation code ethics make behave ethical focus contributing greater good things inherently intend anyway conclusion personal standpoint strategy consultant therefore clear well think professionalization needed would even object especially means formalization adherence norms regulations imposed institutions follows two opposing perspectives even though many aspired effects professionalization desired given criticisms consulting way forward necessarily systemic attempt towards professionalization expect many consultants object similar reasons furthermore vested interests large powerful consulting corporations unlikely signi\ufb01cant progress towards institutionalized professionalization foreseeable future result bottomup gradual change individual con sultants adjusting approach mindset may best way forward along lines intention element written idealist perspective strategy consulting element provides idealist perspective strategy consulting means offers perspective strategy consulting could even look like given criticisms enough describe strategy consulting like today furthermore referred section others already done therefore follows forward looking perspective strategy consulting moves beyond status quo addresses criticism pseudo consulting various reasons strategy consultants hired may useful legitimate considered pseudo consulting actual consulting takes place cases strategy consultants primarily hired rhetorical reasons scapegoat applies many consulting \ufb01rms especially mckinsey known hired legitimate imple ment decisions already made take blame along idea mckinsey saying must true cases hiring business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corestrategy consultants primarily rhetorical act enforce previously made decision type pseudo consulting outside scope element critical scholars go even far de \ufb01ning consultants \ufb01rst fore fad bringers rhetoricians nikolova devinney call critical model consulting thereby referring view consulting offered amongst others alvesson andclark key point model consulting consultants specialists impression man agement giving clients impression buy something valuable often without much actual value created may overly critical interpretation consulting general occur also type consulting outside scope element element focus genuine strategy consulting aimed helping clients forward strategy along lines de\ufb01nition given earlier work focused helping organizations achieve unique sustainable value creation external independent professional wholeperson approach strategy consulting approach strategy consulting outlined element described awholebrain wholeperson approach details approach unfold throughout next sections overall idea summarized follows far strategy consulting largely leftbrain activity strong factbased cognitiveanalytical focus aimed deconstructing solving problems scienti \ufb01c engineering fashion however right part brain associated creativity intuition holistic thinking empathy selfawareness largely ignored given strategy consulting requires halves given endorsed two brain halves evident effective wholebrain approach strategy consulting needed even need wholeperson approach strategy consulting far strategy consulting primarily headonly activity image strategy consultants get descriptions far cold talking heads supposed switch emotions provide clinical advice supposed get hands dirty next head people heart hands using strategy consulting today challenging envir onment waste potential furthermore actually helping organizations make changes requires strategy consultants use full capacity human beings including speci \ufb01c character preferences aspirations viewpoints emotions strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corethere another reason wholebrain wholeperson approach strat egy consulting needed increasingly next generation employ ees looking various studies reveal people entering labour market increasingly look interesting jobs give freedom selves provide sense contribution people increasingly want make difference competition talent wholebrain whole person approach help ensure becoming strategy consultant remains attractive career choice organization sections element organized follows section offers brief overview history strategy thereby primarily focusing exists came section summarizes traditional mode consulting criticism received together two sections set stage provide understanding strategy consulting like far next three sections outline view strategy consulting departs takes strategy consulting towards future section discusses purpose outcome strategy consulting section strategy consulting process section various roles strategy consultants play throughout process element ends section conclusion outlook origins strategy consulting like \ufb01eld strategy consulting speci \ufb01c history describing manage ment consulting broadly thereby including strategy consulting history extensively covered previous works kipping clark kubr mcdonald mckenna instead repeating comprehensive accounts section follows different approach starts providing brief summary history strategy consulting basic development \ufb01eld understood thereafter section provides inventory various explanations strategy con sulting exists provides understanding strategy consulting works way section concludes offering alternative history section reason premise element rests strategy consulting different future today correct alternative perspectives come history wwwdeloittecomglobalenpagesaboutdeloittearticlesmillennialsurveyhtml wwwaccenturecomuseninsightsstrategywholebrainleadershipforcsuites business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core brief history strategy consulting understand strategy consulting comes useful summarize key historical facts developments taken place past century industrial revolution going hand hand emergence \ufb01rst\ufb01eld consulting operations consultancy roots engineering \ufb02uential work frederick w taylor harrington emerson charles eug\u00e8ne bedaux focus improving ef\ufb01ciency development second \ufb01eld consulting organizational consulting parallel emergence multidivisional corporate form building upon ideas engineering consultancies like arthur little booz allen hamilton mckinsey company founded focused solving organizational issues designing changing organizational structures processes parallel organizational consulting \ufb01eld human relations organizational development od emerged \ufb01eld con sulting notable contributions mayo hawthorne studies published john rockefeller s\ufb01nancial support industrial relations eric trist work tavistock institute result \ufb01rst mainframe computers development consultancy new consulting discipline especially ibm founded played \ufb02uential role advancing discipline emergence strategy consulting separate discipline notably foundation boston consulting group roland berger bain company useful notice roland berger bill bain bcg alumni interesting facts roles us legislators military business schools david well development strategy consulting sector today kipping clark early history helps understand strategy consulting comes important notice \ufb01elds engineering roots evidenced strategy consulting direct predecessors operations organizational con sulting also important notice role boston consulting group consulting \ufb01rm strategy consulting started growthshare matrix bcg matrix cash cows stars question marks dogs \ufb01rst main strategy consulting tool mcdonald strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core strategy consulting exists understand strategy consulting look historical development also develop better understanding exists \ufb01rst place reveals strategy consulting works way developed way across literature less ten alternative partly overlapping nevertheless distinct complementary explanations economic perspective widely used explanation strategy consultancy exists specializing strategy involves economies knowledge saam like specialized services idea consultants develop accumulate advanced specialized knowledge strategy working different organizations since every single organization develop knowledge consultants thereby knowledge advantage bene \ufb01t information asymmetries economies knowledge developing advanced knowledge reusing various clients resourcebased perspective closely related strategic perspective strategy consultants obtain develop valuable rare inimitable nonsubstitutable resources capabilities provide competitive advantage exploit assumptions similar economic perspective resourcebased view barney kraaijenbrink spender groen emphasizes value \ufb01rms create offering strategy consulting services rather ef\ufb01ciencies achieved institutional perspective another historically oriented explanation found looking conditions institutions played role shaping strategy consulting market david mcdonald mckenna show developments legislation business schools military situation busines press created conditions strategy consulting could develop \ufb02ourish strategy consulting seen expected lmost inevitable response conditions business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core organizational perspective parallel developments society emergence strategy consulting also explained looking organizations david points development multidivisional form corporations dispersed decentralized units made complex hard manage created opportunity strategy consultants step related many organizations today marginalized strategy knowledge processes extent dif \ufb01culties managing strategy thereby opening door strategy consultants isomorphism perspective deciding whether adopt certain practices managers often look organizations idea others probably useful called isomorphism dimaggio powell also plays role adoption strategy consultants result \ufb01rst four perspectives idea emerged hiring consultants strategy right thing applies particular strategy generation phase managers hiring strategy consultants managers think hire isomorphism keeps idea alive even original reasons hiring strategy consultants apply anymore mysti \ufb01cation perspective strategy consulting well types strategy services like strategy education publication bene \ufb01ts actively mystifying notion strategy consulting learn textbooks mba courses strategy must high level abstract soon becomes practical operational strategy anymore deliberate secrecy surrounding large strategy consulting \ufb01rms contributes mysti \ufb01cation result mysti \ufb01cation managers may feel incapable proper strategizing thereby creating opportunities strategy consultants enlightenment perspective result centurieslong development going since enlightenment th century europe arguably even since plato bc conditioned think scienti \ufb01c rationalanalytic approaches best even way solve problems strategy consul tancies experts solving problems way thereby allude almost builtin idea makes attractive hire idea strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreis problems addressed rationalanalytic way strategy consultants experts ones asked solve problem marketing perspective success strategy consultancy also understood looking marketing sales perspective various scholars argued strategy consultancies particular consulting gurus play central role creating distributing management fads fashions abrahamson clark bhatanacharioen greatbatch jung kieser introducing new information frameworks tools publishing consultancies actively create maintain demand supply services sociological perspective success strategy consulting also understood sociological network perspective faust strategy consultancy reputation net work position provide various bene \ufb01ts make attractive partners organizations often well connected respected use networkbased strengths advantage furthermore many alumni working organizations strategy consultancies often strong ties clients prospective clients career perspective last perspective explaining strategy consulting exists attractive career choice offers good salary status interesting clients travelling destinations working toplevel organizational issues without responsibility lemann puts odd uppermeritocratic combination love competition herd mentality aversion risk makes consulting job appealing mckenna attractiveness makes many highly quali \ufb01ed stu dents apply job strategy consultant ten perspectives show reasons strategy consulting grown extensive business multifold isolation provide partial explanations altogether help us understand strat egy consulting become \ufb02uential business today perspec tives also reveal strategy consulting works see example works developing exploiting specialized generic strategy business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreknowledge across clients developing tools active publication create awareness demand services thereby \ufb01lling void organizations created alternative history brief history perspectives help us understand strategyconsulting currently know emerged helpful notenough want look forward strategy consulting may orshould heading suggested section wholebrain whole person approach strategy knowing history strategy consulting aswe know enough particular development hr odconsulting become crucial part history complementthe leftbrain orientation strategy consulting know engineering roots seen strategy consulting father responsible leftbrain focus hrod consulting seen itsmother responsible rightbrain part mostly missing far section already brie\ufb02 mentioned work mayo trist important contributions \ufb01eld consulting less emphasized accounts strategy consulting history worthwhile giving attention place next section show detail mode strategy con sulting emerged engineering expert consulting strategyconsultants supposed come solid analyses leading wellfounded answers hrod consulting side process andpeople oriented greiner et al also whereas strategy consulting adopts primarily problemsolving approach focused \ufb01xing wrong hrod consulting focuses much building upon organization strengths aspirations foundational contributions development line thinking come mary parker follett follett follett fox urwick unlike wellknown contemporary frederick w tayler scienti \ufb01c management taylor follett outlines view management organizations people developmentoriented work beenthe source many hrodrelated ideas consentbased decisionmaking transformational leadership reciprocal relationships integrative andholistic thinking diversity importance informal processes eversince many others built follet ideas including kurt lewin douglas mcgregor abraham maslow chris argyris chris argyris putnam mclain smith argyris sch\u00f6n strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corewhile signi \ufb01cantly \ufb02uenced hrod consulting one approach worthwhile mentioning speci \ufb01cally explicitly focuses consulting deviating complementary traditional strategy consulting approach appreciative inquiry cooperrider srivastva whitney cooperrider core idea appreciative inquiry start already works organization build upon cooperative coevolutionary search best people organizations relevant world around involves systematic discovery gives life organization community effective capable economic ecological human terms whitney cooperrider p principles approach need necessarily fully adopted next sections show embracing core principles appreciative inquiry helps developing whole brain wholeperson approach strategy consulting traditional strategy consulting limitations result speci \ufb01c history outlined previous section dominant approach strategy consulting emerged past decades refer traditional approach strategy consulting dominant approach source much criticism important stand approach want move forward stay brief focused description limited mckinsey approach fully representative best documented \ufb02uential approach applied taught across globe furthermore various consulting \ufb01rms origins inside mckinsey approach dna sector traditional strategy consulting approach overall traditional approach strategy consulting best summarized expert approach described general textbooks baaij newton speci \ufb01cally accounts mckinsey way work ing mcdonald minto rasiel rasiel friga following twelve characteristics expert expertisebased traditional approach strategy consulting assumes consultants know strategy clients therefore position provide expert advice move forward clients employees considered important sources information business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreconsultant really understand going client strategy right expertise offer client proper advice also outsiders consultants able make objective diagnoses deliver unbiased solutions adviceoriented main aim traditional strategy consulting provide client proper actionable advice advice instructional telling client exactly ideally advice presented structured convincing way laid substantive report well energizing presentation involvement implementation sometimes included advice mostly aspired end result consul tant engagement problemfocused the\ufb01rst step primary focus engagement following traditional approach strategy consulting identify organization key strategic problems organizations seen machines broken need repaired therefore meticulous diagnosis problem analysis take place identify categorize prioritize organizations main problems rasiel p puts mckinsey exists solve business problems projectbased traditional consulting approach built around projects projects speci \ufb01ed upfront demarcated scope start end point de \ufb01ned accompanying price agreed upon usually follow staged approach distinct phases initiation diagnosis solution development closure projectbased approach emphasizes temporary nature consul tants engagement well clearly de \ufb01ned work outcome expected analytical structured diagnose problems traditional strategy consulting approach follows systematic structured analytical approach using tools like cause diagrams logic trees following mece principle analyses lead set mutually exclusive collectively exhaustive components organi zational problems decomposed \ufb01nest details root causes identi \ufb01ed solutions designed \ufb01x problems strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core hypothesisdriven expert consultants embrace mckinsey works hypothesis driven means early process consultants stimulated use gut feeling make estimate hypothesis think problem solution analytical process follows focused proving disproving hypothesis makes focused approach directed towards particular diagnosis solution beginning factbased quantitative traditional strategy consulting approach relies facts claims made supported qualitative preferably quantitative data except initial hypothesis little room speculation hunches opinions emotions explicitly kept side keep interfering rational factbased analysis makes data gathering one important consulting skills required especially early stages consultant career rasiel friga bestpracticeled mentioned section one explanations consulting exist knowledge ef \ufb01ciencies idea knowledge used one organization used organizations well strategy consultants use \ufb01nding solutions diagnosed problems every large consulting \ufb01rm set generalized solutions tools \ufb01rm decentralization layoffs experience curve database previous projects even though solutions tailored speci \ufb01c needs clients origin often lies reusing generalized best practices brainstormingbased solutions come previo usly used practices also come brainstorming seen thesine qua non strategic consulting clients really buy lets face large modern corporations chock full intelli gent knowledgeable managers darned good daytoday problem lving mckinsey offers new mind set outsider view locked company way things rasiel p h e rw r n e x tt ot h e x p e r e ti also creativity outsider view makes expert consultant valuable business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core persuasive expert advice works client convinced strategy consultant made right diagnosis proposes right solution therefore persuasive communication another hallmark traditional strategy consulting clark fincham mckinsey wellknown pyramidstyle communication minto exempli \ufb01es well fact entire part rasiel mckinsey way titled mckinsey way selling solutions emphasis continuously mentions importance generating buyin longcycle planningbased strong emphasis problemsolving analysis brainstorming generating persuasive advice traditional approach strategy consulting based longcycle thinking dedicates long time cognitive work de\ufb01ning problem solution action taken means case traditional strategy clear divide strategy generation execution clear focus creating plans execution takes substantial time effort top managementfocused important persons traditional strategy consulting client top management higher rank important person usually person highest rank considered represent client people lower organization seen potentially relevant information sources least mckinsey case considered intelligent openminded enough meet mckinsey standards otherwise considered liabilities avoided two kinds liability members client team merely useless actively hostile rasiel p traditional consulting process along characterization traditional approach belongs process approach delivered process mostly described along set steps preferably executed linear order illustrative following decompositions consulting process steps baaij problem diagnosis solution development solution commu nication solution implementation strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corenewton propose win \ufb01nd focus frame deliver satisfy commence collect consider create counsel consult close cultivate close rasiel friga business need competitive organizational \ufb01nan cial operational analysing framing designing gathering interpreting presenting structure buyin managing team client self implementation dedication reaction completion iteration leadership vision inspiration delegation kubr entry diagnosis action planning implementation termination descriptions process common suggest process clear start eg propose win entry analytical phase client problem diagnosed eg problem diagnosis analysing design stage solution generated eg solution development action planning stage solution communicated eg solution communication presenting implementation stage solution implementa tion implementation stage engagement ended eg close cultivate termination also common distinguish strategy consulting types management consulting implying process used various kinds manage ment consulting strategy consulting equally \ufb01t picture emerges process twelve characteristics outlined section provide reasonably accurate description strategy consulting emerged historical developments summarized previous section approach strategy consulting responsible majority criticisms therefore need look problems limitations traditional approach strategy consulting course strengths always attracted brightest minds produces meticulous analyses persuasive advices put stamp nature corporations know today furthermore resulted various powerhouses signi \ufb01cant money made corporations feel virtually obliged work despite success approach delivered consulting \ufb01rms broad deep criticism review literature shows less seventeen important points criticisms raised drawn polemical works referred earlier micklethwait wooldridge oshea madigan pinault business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core well balanced critiques clark fincham delany greiner et al kipping clark mcdonald cmckenna mckenna payne lumsden arrogance substantial arrogance expert approach summarized earlier particular mckinsey version various authors observed commented mckinsey consultants \ufb01nd clearly superior clients even worked one experience reading rasiel books superiority express rasiel rasiel friga arrogance may come types consulting especially present strategy consulting strategy assumed supersede disciplines pretence knowledge observed arrogance matter style one could argue even though might like strategy consultants know better clients therefore right arrogant necessarily case experienced strategy consultants probably know strategy general clients cases clients know speci \ufb01cs company well industry much better speci\ufb01cs matter creating unique sustainable value therefore even though strategy consultants may possess important knowledge best partial incomplete pretence science one key mechanisms support pretence knowledge scienceinspired methods tools language strategy consultants use cause diagrams logic trees hypotheses data gathering mece criteria make strategy consulting look like scienti \ufb01c discipline much rhetoric based stylized image natural sciences one could seriously question example whether decomposing strategic problem components mutually exclusive collectively exhaustive useful course one want overlook important aspects problem imply aspects mutually exclusive exhaustive reality inter connected interconnected nature strategy makes important strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core lack integrative view applying scienceinspired approach especially mece criteria draws strategy consultant attention details even though much talk integrative views even though tools cause diagrams logic trees pyramid principle help keeping bigger picture mind emphasis analysing factual details result especially informal social intuitive rightbrain aspects easily overlooked lend equally well analysed tools used holistic view rightbrain qualities provide though essential ingredient strategy consulting pretence creativity referred section consultant creativity assumed clients really buy hiring strategy consultant outsiders using brainstorming hypothesisdriven approach strategy consultants come outofthe box solutions companies come idea though based one particular view creativity sudden spark view ideas must come suddenly unexpected outside large part creativity though hard work based cumulative previous experience people client company experience strategy consultants negative orientation starting point traditional consulting approach something wrong client organization therefore entire focus repairing broken little attention given appreciative approaches build achieved energizes organization strikingly mckinsey famous consultant gurus waterman peters book search excellence peters waterman jones offer outright attack mckinsey problemoriented approach mcdonald search excellence therefore focuses work instead problems project instead processbased projectbased approach strategy consulting suggests clear start end point de \ufb01ned strategy like practice start end strategy process always continues organizations environment continuously evolve business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreconsciously organizations always process executing changing strategies makes projectbased approach mismatch withthe nature strategy isolates project ongoing processes thereby reduces integrative nature strategy slow linear focus analysis strategy generation traditional strategy consult ing suffers problem see traditional strategy generalitswaterfall approach slow linear compared fastchanging world live pays little attention strategy execution worldwhere organizations increasingly shift agile experimental trialanderrorbased ways working traditional consulting approach t\ufb01t instead asks shortcycle iterative approaches implementation integrated part continuous learning cycle disengaged mckinsey project often called engagement criticism traditional consulting approach exactly disengagedcharacteristic traditional approach strategy consultant engage much client consultants talk employees stay ata distance keep objective outsider view engage withemployees smart enough meet consultant standards provide information needed making strategic changes much social process analytical disengagement majority client employees make implementation advice given dif \ufb01cult dehumanized traditional strategy consulting reduces people largely rational thinkers people provide gather information process communicate allother aspects makes us human beings especially emotions considered nuisance applies clients employees primarilyseen information sources also applies consultants one thehallmarks large consulting \ufb01rms individual consultants anon ymous interchangeable since meet certain standard intelligence apply consultancy methods matter consultant involved also consultants required keep subjectiveopinions emotions interfering work strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core lacking diversity another related criticism concerns overly caucasian masculine character traditional consulting strategy consulting well strategy large far strong white male bias applies board room academia consulting even though various diversity inclusion pro grammes \ufb01eld still bias author included n l appear composition population strategy consultants also appears leftbrain masculine approach strategy consulting outlined earlier liability risk distance kept focus providing advice fact respon sibility implementation left client make strategy consulting low risk activity even though advices major consequences client organization people working strategy consultants rarely accept liability work argued one reasons qualify profession riskfree nature strategy consulting makes consultants provide ineffective even harmful advices consequences hired client pro \ufb01toriented primary aim traditional strategy consulting making client orga nization pro \ufb01table pro \ufb01table often involving strategy consul tants leads costcutting layoffs thereby reducing organization yearly expenditures emphasis valuecreation instead costcutting targets primarily increasing organization turnover light elkington triple bottom line people planet pro \ufb01t emphasis traditional consulting therefore clearly last light increasing attention sustainability \ufb02ects rather narrow view purpose strategy consulting selfcentred another criticism raised strategy consulting projects sometimes seem targeted con \ufb01rming growing consultant status rather helping client along lines clients must grateful strategy consultant willing work must make sure everything let consultants work properly important outcome case necessarily client really helped business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corethe consultant close another successful project adds glory career opportunities creating dependence selfcentredness limited individual consultant strategy con sultancies management consultancies generally also criticized creating dependencies lockin effects client cannot without anymore supposedly driven greed also criticized making acquiring next project major aim current project creation lockin search additional moneymaking opportunities necessarily best clients selling fads strategy consultants also criticized creating selling fads rather actually helping clients publications \ufb01rst create feel ings anxiety prospective clients client receptive consultant advice subsequently consultants come self developed tools solve problem take away anxiety created criticism goes strategy consultants merely wellskilled salespersons marketeers able sell hot air unethical a\ufb01nal broader criticism results several criticisms strategy consulting extent unethical degree unethical obviously depends largely degree consultancies individual consultants show behaviours invoke amount strongworded arguments critical literature criticism cannot taken lightly light discussion strategy consult ing profession point criticism needs addressed adequately together seventeen points criticism form broadfronted attack traditional consulting approach particularly used large consulting corporations course criticism directly related approach part aimed particular practice mckinsey even particular cases consulting received media attention also outlining traditional approach previous section providing criticisms section used bit strawman approach practice nuanced things may bad seem past sections strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corenevertheless criticisms form coherent attack thereby emphasizing main limitations weaknesses traditional approach strategy consulting suggests want better thefuture strategy consulting needs change next three sections offera suggestion direction nature purpose strategy consulting outlining productive approach strategy consulting withstandthe critiques previous section start identifying nature strategy consulting lead section thereafter thenext two sections zoom strategy consulting process bringus section roles strategy consultant plays achieving section nature strategy consulting insection strategy consulting de \ufb01ned helping organizations achieve unique sustainable value creation external independent professional better understand means useful closer look atthe nature strategy consulting along \ufb01ve dimensions exploration vs exploitation reductionism vs holism strategy generation vsstrategy execution instrumental vs normative idealism vs pragmatism exploration vs exploitation strategy management literature full references notions ofexploration exploitation variations thereof especially publicationson ambidexterity birkinshaw gibson oreilly iii tushman raisch birkinshaw organizational learning march distinction made exploitation refers organization operational activ ities aimed delivering products services focused ef \ufb01cient way creates stability exploration refers innovation developing new productsand services renewal thereby creates \ufb02exibility effective long run organizations need balanced approach theirplace operational consulting approaches lean orsix sigma focus improving organization se f\ufb01ciency exploitationfocused characteristic consulting projects clearly de \ufb01ned upfront aimed resolving unnecessary inef \ufb01ciencies organization applies many forms hr marketing \ufb01nancial consulting take organization strategy current way value creation business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corestarting point thereon derive needs done order realize strategy operational hr marketing \ufb01nancial perspective means types consultancies overall goal assumed largely given making consulting primarily helping organizations achieving goal strategy consulting different purpose de \ufb01ning goal assumed given types consulting de \ufb01nes direction organization near far future therefore strategy consulting mostly oriented towards explorative side spectrum means open opportunityoriented types consulting rather starting clear problem de \ufb01nition objective strategy consulting starts broader assignment help client identify realize new better ways creating unique value difference consequences nature strategy consulting along lines criticisms previous section means strategy consulting cannot merely problemfocused hypothesisdriven best practiceled projectbased often upfront problem hypothesis best practice project de \ufb01ned strategy consultant involved timely even problem instead example aspirations ideas observations questions client needs help sorting turning strategy action reductionist vs holistic thinking another important distinction understand strategy consulting reductionist thinking holistic thinking reductionist thinking one decomposes something \ufb01nest parts order understand improve works understanding \ufb01xing machines inef \ufb01ciencies opera tional problems also sciences work traditional approach strategy consulting clear example reductionist thinking science engineeringinspired cause diagrams logic trees mece cri teria exactly reductionist approach tells us decompose problem \ufb01nest parts start solving thereon strategy works strategy integrative nature therefore requires holistic thinking course de \ufb01ne compo nents strategy consists even useful done two earlier books kraaijenbrink decomposed notions strategy organization key components two frame works developed strategy sketch organizational map part backbone approach strategy certainly believe strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coredecomposing strategy constituting parts useful point understanding strategy integrative whole system gestalt also called mutually dependent components cannot separated means leftbrain science engineeringinspired approach unravelling problems \ufb01nest mece components cannot work strategy consulting least means severely limited needs complemented rightbrain holistic thinking strategy consultants may\ufb01nd uncomfortable means departing analytical mindset safe structured approaches relying loosely intuition understanding judgement strategy generation vs execution traditional strategy consulting strong focus strategy generation formation strategy execution implementation often optional preferred means getting one hands dirty taking responsi bility advice given means ideal traditional strategy con sulting project ends convincing plan presentation telling client exactly leave three reasons approach strategy consulting preferred first creates arti \ufb01cial watershed strategy generation execution martin part one process separating one creates conceptual distinction exist practice see problem strategy generally one causes much unrealized strategy since organization needs strategy executed strategy generation execution always need go hand hand second reason separating strategy generation execution limits possibilities learning leads static linear process little experimentation learning take place especially world dynamic today mean generated strategy likely outdated even consultant s\ufb01nal presentation strategy genera tion execution go hand hand however learning adjustment take place continuous basis leading strategy date relevant ongoing basis third separating two focusing strategy generation hinder creating commitment throughout client organization traditional approach much speak selling advice create buyin buyin real commitment next fact usually targeted client management buyin aims changing people minds believe business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreand suggested commitment though means feeling responsible making something work believe requires participation involved execution instrumental vs normative fourth dimension key strategy consulting instrumental vs normative consulting instrumental consulting accepts client values goals given helps client achieve consulting instrumental question client values goals takes given norms concerns realize normative consulting hand consultant also involved de \ufb01ning proper values goals client involves bringing moral ethical judgements methods help client decide right values goals organization consulting value norm free interacting clients consultants always bring normative views consciously unconsciously means instrumental normative elements every type consultancy normative element though especially relevant strategy consulting referred section strategy consulting helping client de \ufb01ne organization aspired directions includes de \ufb01ning key values goals guide organization including vision mission key values want adopt traditional starting points strategy since depend held desirable derived normative frameworks involved tension instrumental normative aspects consulting challenging strategy consultants one hand could simply accept client values goals help instrumentally achieve however strategy consulting like profession enough client questionable values goals may harm particular groups stakeholders society large also strategy consultant professional responsibility help client reconsider adjust favourable direction idealism vs pragmatism previous two dimensions strategy generation vs execution instru mental vs normative imply \ufb01fth one idealism vs pragmatism one hand strategy consultant one reaches ideal strategy realized would help organization make substantial step forward value creates case strategy generation normative approach strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreconsulting may given weight hand though one must also keep mind realistic practically achieved case strategy execution instrumentalism given weight needed without idealism strategy consulting merely instru mental job nothing close profession without pragmatism largely fantasy feelgood exercise without actual impact client organization means strategy consultant one always needs \ufb01nd balance two along idea mediocre strategy well executed better great strategy poorly executed argue pragmatism important idealism strategy consulting weak course great strategy executed little use organization however helping client execute mediocre questionable strategy little use generating executing strategies organizations need strategy consultants hired come something better mediocre questionable work strategy making ackermann eden refer tension idealism pragmatism arguing strategy needs analytically sound politically feasible strategy analytically sound good strategy paper strategy makes sense executed help organization forward \ufb02ects idealistic dimension strategy politically feasible people organization feel capable committed execute strategy following line reasoning using rumelt terminology good strategy one combines idealism pragmatism client needs common industries speak customers consultants usually speak clients following habit also use word client throughout element identify purpose strategy consulting \ufb01rst need get clarity client client needs client identifying client needs starts de \ufb01ning actually client trivial question multiple possible answers single stakeholder usually person highest rank execu tive responsibility unit organization requires consulting eg ceo also person responsible budget consultant paid business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coremultiple stakeholders one also follow multistakeholder approach consider one group clients typical stakeholders include management board employees group speci \ufb01c needs stakes addressed organization one also de \ufb01ne organization whole client means abstracting speci \ufb01c persons targeting con sulting best survival prosperity organization society taking even broader view one also see society key client means looking economic social environmental impact organization aiming consulting improving impact case societal needs direct consulting work traditional approach client typically single stakeholder ceo another executive high rank mean stakeholders considered means one stakeholder considered primary stakeholder needs satis \ufb01ed convinced \ufb01nal advice key reason stakeholder decides whether consultant invoice paid therefore satisfying needs important satisfying needs stakeholders despite wide usage singlestakeholder approach want make case third option seeing organization rather one speci \ufb01c types stakeholder primary client approach use consulting arguably effective today dynamic complex world greiner et al reason prefer \ufb01rst approach twofold first organization needs strategy ceo particular stakeholder particular stakeholder might recognize need express one generates strategy organization whole organization needs execute means taking organiza tion primary client increases likelihood strategy consulting services given relevant second reason taking organization rather particular stakeholder client fosters consulting ethical valueadded society reduces chances used consultant personal bene\ufb01t particular stakeholder accordingly considering organization client helps moving strategy consulting forward becoming profession topdown fashion installing institutions bottomup adopting approach makes ethical valueadded consulting likely even though taking society primary client possible consider far normative idealist side terms dimensions distinguished strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreearlier end strategy consultant hired paid client organization implies primary duty serve society whole however applying proper ethical standards focusing consult ing sustainable value creation adopting wholeperson approach societal needs automatically addressed indirect way means taking organization primary client approach outlined element contributes society well tell personal experience treating organization primary client always easy becomes particularly challenging person holding budget paying example ceo problem organization usually highly involved strategy consequently exceptional also large extent cause bad ineffective strategy leads interesting dilemmas require smart navigation idealism good organization pragmatism keep good enough relationship respective executive always dilemmas therefore following greiner motamedi jamieson advice preferred approach strategy consulting considering organization rather single stakeholder primary client need taking organization primary client rather speci \ufb01c person group persons makes understanding needs slightly challenging usual abstract entity organization strictly spoken needs living creatures needs means organization people needs given various backgrounds responsibil ities people speci \ufb01c needs differ problem exists every businesstobusiness service client organization problem far follow reductionist approach aim de \ufb01ning exhaustive list speci \ufb01c needs speci \ufb01c stakeholder holistic level though speak organization needs without problems organizations perceived needs real needs perceived needs refer clients think need hire strategy consultant likely think need new adjusted strategy might mind based conventional ideas strategy written strategic plan next three \ufb01ve years unless convince \ufb01nancier rarely really need fact organization needs strategy per se formulating one intermediate step client really needs actual changes changes market approached changes organization structure resourcebase changes \ufb01nancial structure business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreso always factual change real need means client perceived needs actual needs may differ substantially consultant job make client realize take account also useful recognize client functional needs emotional needs functional needs strategy organizationrelated needs search unique sustainable value creation organizations need support identify realize opportunities improvement needs refer contents strategy traditional consulting approach focuses needs emotional needs hand refer people organization feel want feel given limited attention given needs consulting literature maister green galford notable exception worth listing clients may feel concerned worried future organization employees uncertain insecure lacking ideas con \ufb01dence next steps take afraid going come failing taking risk making wrong decision overwhelmed stressed busy able take time strategy threatened superiors competitors world around generally incapable lacking strategic skills expertise ignorant impatient fed lack progress glad \ufb01nally get started sceptical suspicious whether consulting going help curious eager learn new perspectives receive new insights information clients advertise feelings would make look vulnerable weak may think recognizing feelings key successful consulting functional contentoriented part strategy consulting course important emotional part least important bottomline clients want peace mind want negative feelings resolved con \ufb01dent right thing make organization survive prosper without addressing emotional needs one could develop great strategy never implemented people emotions changed strategy consulting lead described nature strategy consulting general needs clients turn targeted outcomes strategy consulting strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corenot analyses models plans projections powerpoint decks presentations means best neither necessary suf \ufb01cient de \ufb01ning strategy consulting lead distinguish shorttermand longterm outcomes shortterm outcomes core targeted shortterm outcomes strategy consulting shared insights endorsed decisions committed actions mightbe \ufb01rst three refer type outcomes strategy consulting lead shared insights means people organization develop common understanding things matter mean agree percent means speak language andthat mostly agree facts matter key itcreates mental alignment organization leading everyone page concerns organization strategy endorsed decisions means choices decisions made approved least accepted people organization strategythere absolute right wrong since concerns future nocertainty decision decisions widely preferablypublicly supported people throughout organization increases thelikelihood strategy embraced successfully executed committed actions means people know needs done willing also means clear needs donebut also whose task even means people feelresponsible see job even prideto successfully commitment key success execution ofstrategy three main types outcomes strategy consulting immediately see strategy consulting merely giving organizations strategy strategic advice leading helping organization towards shared insights endorsed decisions committed actions abouthow create unique sustainable value insights decisions actions generated always something generally along de \ufb01nition strategy given organization improve unique way sustainable valuecreation overall purpose divided four questions thatstrategy consulting help answering business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corewhat \ufb01rst question strategy consulting help answering creating shared understanding current factual strategy organiza tion thorough understanding things currently thestatus quo needed basis strategizing provides foundation future strategy rely might bestrategy consulting also help elicit preexisting ideas generate new ones open people eyes could might also strategy consultants bring ideas perspectives thefuture organization help envisioning one moreinspiring attractive scenarios future bethere also role strategy consultant help client de \ufb01ne new improved strategy look like consultant help client de \ufb01ne goals values criteria organi zation strategy thereby facilitate making right choices instrumen tally normatively willbewhereas \ufb01rst question factual second third hypothetical fourth question consultant helps client makechoices new improved strategy going involvesmaking shift towards actually making decisions committing making changes reader familiar appreciative inquiry recognize fourstepapproach discovery dream design destiny cooperrider srivastva whitney cooperrider four questions listing four questions imply full appreciative inquiry approach isrequired implies fundamental questions strategyconsultant needs help client achieve shared insights endorsed decisionsand committed actions longterm outcomes next shortterm direct outcomes strategy consulting believe thatstrategy consulting also aim fundamental longterm outcome building strategic capability ability effectively generate execute strategy light known core competenciesprahalad hamel dynamic capabilities teece pisano shuen striking many organizations hire strategy consultants shows organizations lack suf \ufb01cient strategic capability strategy con sulting help solve crucial void live time possibilities generating sustainable compe titive advantage limited past decades thoughts strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreachieve shifted resources barney dynamic capabilities teece et al idea sustainable advantage exist mcgrath however capability give organiza tion competitive advantage today capability effectively generate execute strategy organizations capability effective process place generating executing strategy ongoing basis enables seize opportunities respond strategically internal external changes also enables adjust strategy needed keep execution aligned strategy consulting help organizations develop capability engaging consultant client learns strategize initially may require full supervision consultant gone process multiple times increasingly able thereby gradually taking ownership process back consultant thereby gradually improving strategic capability outcome cannot achieved traditional consulting approach expert approach relies information asymmetry client consultant fact client remain dependent consultant furthermore clients develop strategic capability selves reduces need traditional expert consulting means direct incentive traditional consulting make sure client develop strong strategic capability engaged coconstructive approach strategy con sulting outlined element clients actively involved thereby learn core process outlined next section participative process consultant client work side side better strategy organization throughout process people throughout organization develop better understanding organization strategy could strategy consulting process given description strategy consulting like lead previous sections section gets heart strategy consulting process describing process element covers actual consulting process means example selling negotiating project covered steps explained extensively elsewhere baaij block similar strategy consulting types consulting create solid understanding strategy business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreconsulting process section \ufb01rst characterizes nature process whole describes parts consists nature process previous sections already provide us highlevel idea strategy consulting process looks like seen example tradi tional approach criticisms kind outcomes strategy consulting lead makes evident process analytical scienceinspired problemfocused linear projectbased traditionally suggested already anticipated section approach outlined element wholebrain wholeperson approach strategy consulting leads following highlevel characterization strategy consulting process coconstructive client consultant key expertise bring process none ultimate expert learn consultant offer sell strategic advice client together create shared understanding endorsed decisions committed actions help move organization forward intersubjective implied previous worthwhile mentioning sepa rately objective truths strategy best achieved agreement people purely subjective opinions basis either coconstructive approach intersubjective ideas emerge regarding four questions referred earlier iterative idea future speculative likely wrong strategy consulting needs rely shortcycle approach ideas put test means strategy generation execution go hand hand process \ufb02exible open new insights opportunities participative since organization whole affected strategy involved execution strategy consulting needs participative process many even employees involved point time merely sources information change agents within sphere \ufb02uence appreciative hinder progress problems need resolved problems energize people organization weaknesses good basis strategy therefore focus searching best people organization environment focus problems easier resolve strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreintegrative key purpose strategy creates alignment least energy used direction therefore strategy consulting foster integration alignment parts orga nization implies always keeping whole picture mind also bringing people closer together social strategy consulting induces changes people roles relationships process inherently social course identifying fruitful direction organization important people need get applies execution also generation strategy parts process social continuous even though consultant actual involvement may temporary strategy consulting needs take place continuous per spective strategy process consultant joins running organization help direct better destination unlike project start end point nonsequential process nonlinear iterative nature also parts steps run parallel logical sequence things theoretically done see later large extent things done parallel require attention throughout process inferred nine characteristics strategy process sug gested differs substantially quite fundamentally traditional approach see next section remainder element consequences steps process comprised well roles strategy consultant plays process parts process characteristics described earlier imply strategy consulting process linear strictly phased sometimes suggested rather ongoing process various activities performed parallel nevertheless distinguish main activities process comprised divided three groups establishing context generating strategy executing strategy visualized figure explained establishing context the\ufb01rst set activities consulting strategy types making sure right context place effective consulting without right context strategy consulting lead satisfying results client consultant six types activities distinguished business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreestablishing maintaining good relationship consulting \ufb01rst foremost people process consultant talks people listens guides particular direction effectively requires good relationship client ceo people throughout organization consultant need best friend research example cialdini shows one achieve much people like therefore essential part consulting job establish good relationship actively maintain relationship throughout process de\ufb01ning rede \ufb01ning task objective also crucial effective consulting agreeing consultant client aiming achieve consultant role traditional approach de \ufb01ned upfront turned clearly demarcated project planning necessary manage mutual expectations upfront strategy often explorative continuous dynamic de \ufb01ne everything advance therefore acknowledge activatingmapping assessingestablishing relationship ul n g bridging organizingplanningrealizinginnovatingdefining objectives understanding organization arranging supportcreating commitmentachieving openness figure strategy consulting process strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corenature strategy de \ufb01nition tasks objectives best seen continuous iterative process adjusted rede \ufb01ned new insights emerge understanding organization works every organization particular structure culture habits language spender effective strategy consultant needs understand client organization works includes understanding communica tion takes place relationships units power formal informal organization organization strategy emerged last years meant diagnosis problem analysis necessary step understanding consultant one act one say since throughout strategy consulting process new information appear getting know organization like previous activities ongoing process checking arranging support resources strategy consultants cannot work isolation goal help client organization change means need position achieve necessary support resources needed achieve tasks objectives agreed upon available includes suf \ufb01cient budget manpower available process consultant access information needed also includes obtain ing necessary mandate freedom operate given direction process may change repeatedly also fourth type activity requires attention throughout process creating commitment engagement matter great strategy consultant client create together lead aspired changes suf \ufb01cient commitment engagement people affected commitment means people feel responsible needed engagement means actively participate contribute process take time develop strategy consultants need work creating commitment engagement earliest phases continuously throughout pro cess means involving people listening informing regularly taking contributions seriously business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreachieving openness transparency strategy consulting effective addresses things really matter organization given importance complexity topic potential impact may important issues involved get immedi ately table often concern quality leaders lack trust unwillingness talk real issues going may lead elephants room hinder signi \ufb01cant process since strategy consultant aim help organization part task identify elephants name create atmosphere people willing talk six activities particularly important early phases engage ment stay important throughout entire process context emerging new adjusted strategy change particularly complex situations change dramatic tensions present six types activities require constant attention setting direction generating strategy second type activities traditionally seen heart strategy consulting generating strategy unlike traditional approach though refer generating strategy forthe organization refers generating strategy interactive cocreative process means consultant joins client strategy generation process since described process extensively strategy handbook kraaijenbrink adopt \ufb01ve steps explained summarize brie \ufb02y step activating key stakeholders making key persons organization receptive new strategy mobilizing resources needed strategy generation \ufb01rst step resides intersection establishing context generating strategy fact strategy consultant hired shows least one \ufb02uential person organization convinced organiza tion strategy requires attention certainly mean however others think alike mean \ufb01rst activities consultant need creating awareness motivating people organiza tion actively commit engage strategy making process includes making sure right people present teams consultant works getting people board actively contribute step mapping strategy identifying organization strategy describing basis core elements strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreto effectively generate new improved strategy suits organization next step developing thorough understanding organization status quo current factual strategy outsider consultant needs understand organization going also internally step serves important purpose generates shared point reference understanding current strategy organization actually people involved may \ufb01rst time talk explicitly organization strategy step forms beginning productive dialogue de \ufb01nition step hints suggested way open black box strategy describe elements relatively \ufb01ne level detail various frameworks used including hambrick fredrickson five major elements strategy popular business model canvas osterwalder pigneur consulting use strategy sketch kraaijenbrink framework containing ten key elements strategy value proposition customers needs competitors resources competencies partners revenue model risks costs values goals organizational climate trends uncertainties framework builds business model canvas provides systematic complete view elements strategy composed using detailed frameworks like three important bene \ufb01ts first creates shared language visualization making clear strategy second allows people throughout organization participate even experience knowledge strategy third makes dialogue concrete thereby actionable highlevel discussion example generic strategies porter organization swhy sinek step assessing strategy judging testing quality organization strategy relevant criteria step aimed creating shared understanding mostly descrip tive move forward improve organization strategy third step assess set agreed upon criteria traditionally done swot analysis identify organization strengths weaknesses oppor tunities threats distinguishing positive aspects strategy strengths opportunities negative ones weaknesses threats though one implicitly explicitly uses criteria making judgement make assessment objective possible useful make criteria explicit literature provides various criteria business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corecompile following list coherence ef \ufb01ciency effectiveness uniqueness \ufb02exibility robustness scalability responsibility kraaijenbrink advantage separating assessment step mapping helps clarifying whether one merely describing status quo assessing normative framework makes judgement transparent less subjective also makes mapping step focus standing things without interference ideas things furthermore separating assessment step mapping step also enables performing another assessment newly generated improved strategy next step process fosters iterative process steps follow short cycles step innovating strategy renewing redesigning organization strategy incremental radical innovation steps provide important input developing new improved strategy show problems aspirations exist strengths organization build though automatically lead new strategy additional creative designoriented step needed consultant together organization redesigns organization strategy various approaches used including blue ocean strategy kim mauborgne scenario planning schoemaker design thinking brown applying one techniques previous steps leads one points departure new strategy could valuable resource market opportunity creative idea substantial problem particular aspiration anything else starting points departure consultant help organization develop complete strategy along elements framework used step case means together client redesign strategy along ten elements strategy sketch step formulating strategy capturing organization strategy words pictures understood target audience strategy redesigned also needs formulated imply extensive documents presentations also powerpoint slide sheet paper brochure picture formulating strategy essential step strategy effective formulated clear comprehensible manner people understand act upon furthermore formulating strategy also helps discover unclarities strategy may remained surface previous steps finally turning strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corethe developed strategy convincing formulation motivate direct people attitudes behaviours this\ufb01fth step forms temporary closure strategy generation process explained earlier strategy generation execution ongoing processes inextricably linked organization go back forth however point time one needs stop generating new ideas focus execution realizing change executing strategy third group activities strategy consulting focused realizing actual change executing developed emerging strategy even though strategy generation execution closely linked separated conceptually furthermore evidenced fact strategy consultant engagement often ends step practice strategy generation execution often considered distinct strategy consultant truly involved organization strategy process engagement includes activ ities related strategy execution involves additional steps draw strategy handbook kraaijenbrink describes detail help clients execute strategy four additional steps involved step bridging gaps identifying gaps organization current aspired strategy de \ufb01ning projects tasks bridge point time voids organization aspired strategy resulting step status quo resulting step \ufb01rst step executing new aspired strategy make voids explicit de \ufb01ne actions resolve advantage detailed structured approach using single framework strategy sketch describing status quo aspired strategy appears comparing elements framework straightforward activity directly facilitates formulating projects tasks bridge gaps step organizing strategy identifying important organizational de\ufb01ciencies de \ufb01ning projects tasks solve projects tasks de \ufb01ned previous step suf \ufb01cient successfully execute strategy also require organizational changes example organization structure incentive systems communication processes step aims identifying required changes de \ufb01ne actions achieve collaborative process described earlier business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corelike previous steps helpful use structured framework identi \ufb01es main components organization wellknown framework mckinsey model developed waterman colleagues early waterman waterman peters phillips consulting work prefer recent complete organizational map kraaijenbrink contains ten key elements organization leadership controls motivation commitment expertise information technology structure communication processes policies elements consultant client together identify changes needed order execute strategy successfully step planning strategy developing committing dynamic prior itized course action way working closing gap actual aspired strategy step newly developed strategy identi \ufb01ed actions needed executing still largely hypothetical together client consultant identi \ufb01ed issteps could step steps transparent cocreative process people engaged normally increased willingness execute well however actual commitment asked yet changes step transition made hypothetical could andshould actual includes helping client decide actions priority execute many resources dedicate responsible importance different nature eighth step hardly overestimated step consequences new strategy become real consequently also step resistance change tends strongest comprehensiveness participative nature previous steps help reducing resistance much possible given strategy virtually always implies substantial changes remain resis tance resistance likely uncover step goes beyond scope element discuss detail deal resistance various valuable contributions change management literature ford ford ford ford amelio also else expanded context strategy execution kraaijenbrink step realizing strategy effecting aspired strategy putting execution plan action managing relevance progress emotions time strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corewhile actual execution may largely left client r g n z tion strategy consultant engagement often tends end realization phase reached strategy consultants play important role last step engaged form might serve ad interim manager responsible overseeing overall progress receive client mandate actively manage process case however client stays dependent strategy consultant interest long run suggested section longterm purpose strategy consulting helping client organization improve strategic capability detached form engagement realization phase preferred means primary responsibilities executing strategy reside people within organization strategy consultant serve mentor monitor keeps eye whether organization still relevant whether suf \ufb01cient progress made whether mood organization remains favourable depicted figure strategy process continuous process organizations always engaged one way means strategy consultant role help organization move forward process one steps entire process altogether \ufb01gure also shows single cycle three strategy generation trategy execution overall process reason twofold first making iterations strategy generation usually simpler less expensive strategy execu tion therefore piloting testing one wants maximize likelihood newly generated strategy right one feasible second execution one immediately question strategy things work according plan \ufb01rst thing de\ufb01ne alternative actions \ufb01nd different ways achieving aspired strategy work one may need go back drawing board engage phase strategy generation process outlined deviates various ways traditional consulting approach summarized section characteristics outlined section also detailed strategyspeci \ufb01c threecycle process strategy consultant help client generate execute strategy effective ef \ufb01cient way staying open unex pected outcomes changes opportunities means roles capabilities need process covered next section business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core strategy consulting roles inferred previous sections good strategy consultant needs broad repertoire capabilities plays variety roles need understand strategy strategy process also need able understand client organization collaborate people working balance shortterm longterm purpose outcomes see precisely needed section explains nine roles strategy consultants need play thereby skills need attentive listener one crucial roles skills needed strategy consultant attentive listener throughout process strategy consultant needs keep close eye ear happening said said \ufb01rst obvious reason attentive listening strategy consultant receives important information organization strategy aspirations problems second equally important reason though listening attentively gives people feeling say matters thereby matter crucial getting keeping engaged committed throughout process therefore achiev ing results attentive listening requires ability create safe environment people dare even want speak sense strategy consultant sometimes far psychiatrist experience people want speak especially concerns aspirations frustra tions maister green galford emphasize book trusted advisor means building trust like psychiatrist require building strong personal relationship take long one comes genuine intention help listen trust built matter minutes listening also implies staying silent let people talking consultant needs ask questions main goal trigger people organization tell want need tell often means resisting temptation respond ask another question simply waiting may enough people continue stories often experienced interviews half hour turning point whilst may politely respond questions initially repeatedly experi enced point people said something like okay really say everything also like tell usually point valuable information given strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core principal investigator strategy consultant also requires strong researcher widely acknowledged traditional consulting approach reason junior consultants oftentimes involved research early stages careers research also important part approach strategy consulting outlined element strategy consultant role somewhat different traditional approach intersubjective cocreative participative nature approach less focus plain data gathering effective strategy consulting one rarely needs meticulous details company even \ufb01nancials highlevel data often enough create standing size situation organization rest information come people working organization include views insights judgements means primary skill needed researcher gathers information principal investigator listens people company say interprets connects dots draws conclusions cooperation client consultant role see connections generate insights people company may see make see discussion leader one primary forms strategy consulting takes place approach outlined interactive sessions people client organization step process may consist one sessions workshops strategy consultant works group people elicit views cocreate new improved strategy along lines steps outlined section means sessions insights generated could organization strategy interactive sessions one primary working forms another important role strategy consultant discussion leader facilitator moderator also called sessions strategy consultant role foster productive dialogue make sure people contribute say want say listen generate insights decisions collaborative way implies making sure sessions constructive involve everyone present result disputes people taking sides business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreit also implies paying careful attention people saying want say give opportunity speak happens frequently one people room remain largely silent sometimes facial expressions gestures show actually want say thing nevertheless task strategy consultant either make feel con \ufb01dent enough speak session work listen say outside sessions critical inspirator the\ufb01rst three roles largely process oriented distinct expert approach strategy consulting large extent process consulting focused guiding client towards generating executing selfdeveloped strategy however also contentrelated role strategy consultant critical inspirator clients also interested hearing consultant views unlike expertconsulting point consultant come answers point offer outsider view challenges client views may provide new insights could generated role implies making two types contributions \ufb01rst source inspiration speci \ufb01c background experience strategy consul tants bring refreshing opinions ideas people within organiza tion thought contribution emphasized part traditional approach argued brainstorming sine qua non consulting mckinsey rasiel p whether brainstorming elsewhere part strategy consultant role inspire client ideas second contribution strategy consultant also needs challenge ideas views held client people numerous preconceptions assumptions especially worked long time industry organization makes take things granted may valid discover strategy consultant may need ask repeatedly seemingly naive questions really may also take role devil advocate asks people defend clarify positions communication channel strategy consultant serves communication channel people talk talk people organization turning consultant de facto communication channel since strategy consultants talk strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corepeople various levels organization often serve channel people might otherwise never rarely talk provides unique position use bene \ufb01t organization things avoided hurt process \ufb01rst engaging gossiping add anything seriously hurt consultant reputation trusted dependable outsider client beyond perhaps trivial mention consultant also break trust means someone tells something private kept private matter \ufb01nally consultants need make sure misused messenger someone personal bene \ufb01t consultant cannot someone spokesperson ceo anyone else sbecause undermines role neutral independent outsider strategy consultant though serve communication platform people make point could otherwise make unlike many employees strategy consultant direct regular contact top organization means make sure message important gets heard top sometimes problem people direct contact top dare speak may hurt position case strategy consultant serve anonymous platform inform top without saying received message may make message part advice overall observation without even mentioning came someone spe ci\ufb01c organization progress manager since strategy consultants assumed experts strategy generation client likely gives consultant responsibility strategy genera tion process means sixth role strategy consultant make sure suf \ufb01cient progress made steps outlined section proceed according plan since unexpected events may always happen since hard know upfront strategy generation process unfold exactly also includes adjusting process necessary next taking care strategy generation progress strategy consul tant also ful \ufb01l role progress manager execution strategy oftentimes client takes responsibility execution phase makes sense strategy indeed ones need execute may early completely withdraw consultant already several consulting assignments experienced business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreyou involved anymore execution process attention receives gradually fade away risk strategy partially executed makes full potential achieved thereby part money energy spent strategy generation considered wasted avoid effective role strategy consultant strategy execution mentor manager team take responsibility execution strategy role actual responsibility lies client strategy consultant monitors whether progress whether right things given priority also strategy consultant consult coach team lead execution process step help needed stable anchor fact strategy consultant involved virtually always means organization change come implied de \ufb01nition aim strategy consulting providing organizations support make changes achieve unique sustainable value creation without change result added value limited means always certain degree uncertainty unrest strategy consultant involved partly useful classical change management approaches tell us organization needs unfreezing sense urgency prepare making changes kotter lewin time exactly reason additional role strategy consultant stable anchor client rely anything client needs times change emotionally stable tower strength maintains creates necessary calm organization implies working con \ufb01dence stressing also implies approaching everything bit humour lightness thereby taking things seriously even though things may feel extremely important dif \ufb01cult uncertain unique client putting things perspective shows rarely lifethreatening hundreds thousands organizations going similar processes time adding dose groundedness realism exactly clients need times process moral guide may bit controversial believe also role strategy consultants serve moral guide consultants ethical strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corestandards applying everyone would expect also consider strategy consultant duty offer clients moral guidance cases seems necessary reason strategy consulting wants get closer profession \ufb02uencing client towards ethical behaviour part job therefore eighth role strategy consultants moral guide \ufb02uence client ethics say in\ufb02uence consultant cannot take actual responsibility client behaviour moral guide mean preaching lecturing client appropriate ineffective trying provide strategy outsider since strategy consultant usually hired moral guidance preaching lecturing quickly lead dissolving engagement serving moral guide therefore needs subtler intrinsic part strategy consulting starts de \ufb01nition strategy focus sustainable value creation de \ufb01nition provides implicit moral guidance makes organi zation focus creating value sustainable way furthermore since strategy involves normative question forming judgements desirable bringing normative framework naturally \ufb01ts strategy consulting setting goals assessing strategy one bring example triple bottomline people pro\ufb01t planet elkington stakeholder theory freeman seventeen sustainable development goals united nations using frameworks helps directing organization towards ethical strategy natural implicit way practical educator a\ufb01nal role strategy consultants practical educator role also bit controversial implies sharing knowledge skills client order improve strategic capability may consider undesirable makes clients less dependent consultant thereby limit longterm consulting possibilities client exactly desirable important last role discussed section longterm outcome strategy consulting improved strategic capability client taking role educator helps achieving time due fast changes uncertainties organization possibilities creating sustaining competitive advantage limited strategic capability may one sources rely capability organizations able effectively ef \ufb01ciently generate execute strategy response internal external challenges business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreface looking status quo many organizations though capability generally underdeveloped one reasons strategy consulting able \ufb02ourish strategy consulting help organizations \ufb01ll void practical educator imply teacher lecturer implies creating learning environment process people atthe client organization stimulated supported learn cocreative process outlined earlier facilitates learning impliesthat strategy consultant collaborates client creates strategytogether \ufb01rst time go process strategy consultant likely lead experienced thepeople client become better become executing processby roles take nine roles show takes serve strategy consultant thesame time also give idea roles strategy consultant shouldnot nevertheless clarity worthwhile mentioning brie \ufb02ya well decisionmaker consultant role supportive lead client \ufb01nding answers making decisions client responsibility make decisions scapegoat closely related \ufb01rst nevertheless distinct exceptions mistakes decisions consultants totake blame executor consultants help execute work course required work role consult toprovide capacity persuader consultant job present client strategy convince right one job help client generateand execute strategy knowitall one know everything even strategy consultant saying know changing minds needed improve credibility showoff point impressing client knowledge jargon credentials consultant behaviour nine roles impress rationalist explaining reasons providing evidence viewpoints important gutfeel consultants ignore substitute numbers facts strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreneutralist consultants want remain objective opinions count facilitators also part process complete subjective persons joker even though humour important consultant role funniest person room trying undermine credibility nine roles colleague especially working together long time consultants may seen part organization need keep role outsider boss consultants serve client way around therefore avoid arrogant snobbish trying force things upon client acquirer consultant job safeguard position \ufb01nd next project serve client best capacity current engagement echo chamber may tempting agree everything people say con \ufb01rm consultants disagree different viewpoints important saint even though moral standards high consultants also take commercial bene \ufb01t situations long keeps client satis \ufb01ed problem owner engaged consultants may feel responsible client organization worry end problem actor consultants play strategy consultant strategy consultant way authentically \ufb01ts background experi ence style personality conclusion outlook element started quoting henry mintzberg said chief executive hires consultant give strategy \ufb01red might seem remarkable way start book strategy consulting hope shown course th e previous sections quote capture traditional approach strategy consulting much appreciated alternative approach needed also captures alternative approach strategy consult ing giving organizations strategy \ufb01nal section iw l l brie\ufb02y conclude strategy consulting instead might want go business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core wholebrain wholeperson strategy consulting insection argued approach strategy consulting outlined element wholebrain wholeperson approach throughout previous sections become clearer meant subsequently discussed starting point affects purpose strategy consulting section process strategy consulting section roles strategy consultant plays section image get strategy consulting differs substantially traditional approach strategy consulting know large consulting \ufb01rms textbooks less factbased rational linear analytical leftbrain intuitive creative holistic rightbrain cognitive brainonly activity much social activity personal interactions empathy emotions play central role making wholeperson activity compared existing approaches approach comes closest maister green galford description trusted advisor andblock approach consulting emphasize importance rightbrain emotional social aspects consulting strategy consultant outlined element trusted advisor person rely genuine intent help client speci \ufb01c type trusted advisor focusing helping client generate execute strategy expert strategy helping client organization achieve unique sustainable value creation end spectrum strategy consultant depicted close opposite one described rasiel friga mckinsey way rasiel mckinsey mind rasiel friga strategy consultant described element empathic modest cooperative serving less focused convincing client implement analytically derived advice much traditional approach approach strategy con sulting element aims based creating symbiotic relationship consultant client bene \ufb01t relationship based creating dependencies hierarchical idea one party consultant telling party client instead relationship equals work together improve organization help learn time schein approach addresses many criticisms leveraged strategy consulting management consulting large summarized section less seventeen criticisms arrogance pretence knowledge pretence science lack integrative view pretence creativity strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corenegative orientation project instead processbased slow linear disen gaged dehumanized lacking diversity liability risk pro \ufb01toriented selfcentred creating dependence selling fads unethical explained throughout sections wholebrain wholeperson approach directly addresses large majority criticisms seventeen criticisms lacking diversity liability risk explicitly addressed outlined approach like traditional approach approach outlined element accept liability support given therefore still relatively free risk even explicitly argued decisions made client consultant nevertheless approach less susceptible criticism traditional approach engaged way working focus sustainable value creation approach implies committed strategy consul tant feels responsible helping client even though cannot held legally accountable sense responsibility provides effective substitute makes criticism less relevant applicable approach explicitly address criticism lacking diversity either approach outlined universal agnostic gender race characteristic differentiating one person exactly makes addresses criticism indirectly focus wholebrain consulting approach less masculine traditional approach focus authentic wholeperson consulting embraces everything makes us human appreciative attitude makes approach open tolerant differences traditional approach caveats limitations presenting idealist approach strategy consulting contrasting traditional approach used strawman approach described section approach used practice one described literature part literature origin could argue block approach consulting differs substantially mckinsey type consulting refer tradi tional consulting traditional leaving description focusing mckinsey large consultancies approach created rather outspoken picture traditional approach practice strategy consulting mostly exactly take place according description however since approach \ufb01nd described literature since approach heavily criticized found useful summarize outspoken way business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coresome may \ufb01nd alternative approach strategy consulting outlined element naive soft may object world strategy consulting tough world facts power superior intelligence analysis needed tell organizations wrong instruct friendlier personal participative approach described might argue cannot work experience different though approach outlined element approach use consulting work fact clients stay return also suggests works indicated repeatedly idealist approach means describe strategy consulting currently practiced could even practiced certainly naive soft one could argue traditional approach naive limited reliance cognitiveanalytical work assumption superior expertise side consultant embracing strategy consulting involves whole brain whole person substantially less naive regarding softness approach indeed soft people side terms style relies friendly relationships aim helping people client organization develop move forward tough content side helping people discover limitations mistakes confronting simply telling furthermore longterm emphasis developing strategic capability approach reaches deeper merely giving strategic advice directly intervenes way organization generates executes strategy everything soft substantial limitation lack evidence effectiveness approach far anecdotal examples mostly mediumsized organizations handful industries even though approach grounded existing approaches based current understand ing people organizations work hard quantitative evi dence works exactly wholebrain wholeperson approach much depends person using approach whether work everyone ful \ufb01l roles section everyone equally equipped help organization nine steps process section furthermore strategy consulting relational activity client consultant also depend speci \ufb01c relation whether approach works works one client consultant relation ship may work another equally important realize sides respond strategy consultant adopts traditional approach client respond way \ufb01ts approach strategy consultant adopts approach element client respond differently strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corethis means choice traditional approach approach outlined largely choice paradigm one chooses look world approach accordingly might feel comfortable using traditional approach believe right approach apply accordingly others might feel comfortable applying approach outlined element implies approach everyone evident traditional approach work also evident convinced alternative approach outlined better route convincing anyone main point element main point sketches alternative traditional approach may viable alternative approach direct response various criticisms leveraged traditional approach less sensitive criticisms therefore seen move forward moving forward element described approach strategy consulting deviates mainstream approach intention sketching alternative addresses main limitations fact still idealist approach rather description status quo means substantial work want move forward described direction \ufb01nal section present \ufb01ve possible routes together help strategy consulting become relevant appreciated profession towards profession section asked whether strategy consulting currently profession whether conclusion currently something worthwhile striving getting think two approaches systemic topdown approach individual bottomup approach given vested interests complexity magnitude required changes argued \ufb01rst approach viable means strategy consulting get closer profession viable route individual bottomup route evaluated seven traits profession mentioned insection observe approach outlined element step forward lead professional institutions standardized training shared body knowledge code ethics imply greater professional liability selfregulation focus greater good establishing rules suggesting approach characteristics profession builtin strategy consulting approached whole business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corebrain wholeperson way adopting purpose section process section roles section outlined element de facto get closer profession realizing key focus mindset informal changes formalities profession institutions standardized training shared body knowledge code ethics arti \ufb01cial meaningless underling mindset intention place hand mindset intention place need formal aspects signi \ufb01cantly decreases mindset intentions easily changed begs question move forward realize suggested changes education answer merely formal education also selfeducation coaching learningby includes teaching approach business schools using practice one strategy consulting communicating books articles blogs means others take notice learn role technology element paid attention technology refrained approach depend technology time though various technological developments especially help advance approach effectiveness examples big data analytics arti \ufb01cial assisted intelligence virtual augmented reality digitalization virtualization block chain cybersecurity large consulting \ufb01rms process adopting technologies consulting practices especially \ufb01rst data getting increasing attention lot trust put possibilities datadriven consulting sceptical fact obtain effectively process much detailed data organizations importance data consulting light approach outlined element data merely small fraction needed instead strategy consulting much social process triggering people creativity intuition conceiving realizing could armbr\u00fcster kipping andvan den bosch baaij volberda pessimistic impact strategy consulting observe established strategy consulting \ufb01rms pressure knowledge accumulationbased expert approach quickly losing rele vance result far concerns pure strategy consulting seems place smaller niche players argue extent share pessimism arguments given traditional large consulting strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core\ufb01rms convincing however optimistic commercial chances strategy consulting general approach outlined element real advantage large \ufb01rm standardization methods knowledge accumulation knowledge ef \ufb01ciencies relevant using furthermore working consultants largely interchangeable one principles large consultancies even disadvantage ability establish personal relationships trusted strategy consultant guides clients generating executing strategy gaining relevance might realized smaller \ufb01rms independents focusing particular niches given tre mendous possibility improving organizations strategic capability enormous market potential type strategy consulting one alternative way profound effect strategy consulting approach outlined earlier adopted without signi\ufb01cant technology traditional brown papers postits techniques work effectively however approach effective digital twin organization exist strategic level organizations strategy represented living digital version iterative participative approach work effectively way software systems erp \ufb01nancial crm systems example create virtual represen tation organization resources \ufb01nances customers managed digital strategy twin help manage strategy truly dynamic way making implementation use digital strategy twin part strategy consulting help make signi \ufb01cant leap forward advancing approach fact approach outlined element directly addresses seventeen critiques leveraged traditional approach makes step forward furthermore also compare greiner motamedi jamieson outline new consulting roles practices needed today world seen step forward argue following thirteen transitions needed effective consulting today dynamic environment consultant expert consultant guide longcycle consulting fastcycle consulting content process expert content process facilitator simple incremental complex discontinuous single entities transorganizations hierarchical organizations network organizations business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core command control self organizing boss client organization client labour intensive informationprocess intensive doctor patient resource partners study analyse recommend joint data diagnosis survey research action learning plan \ufb01rst implement plan implement together compare approach outlined element thirteen transitions concluded follows large majority approach indeed makes transition consultant expert consultant guide longcycle consulting fastcycle consulting etc thus also light recommended transitions approach signi \ufb01cant step forward compared traditional consulting approach also requires advancement strengthening date based literature previous research personal experiences handful con sultants means creative intellectual power masses barely tapped along lines element open invitation others scholars consultants leaders anyone else adding amending critiquing approach intent advancing next general call advancing approach one aspect requires speci \ufb01c attention two greiner motamedi jamieson suggested transitions addressed yet single entities transorganizations hierarchical network organizations two transitions related signal change organizations closed hierarchical systems organizations open networks approach outlined element could compatible transition speci \ufb01cally address challenges open networked organizations therefore advancement needed make approach tailored situations multiple organizations networks ecosystems client instead single organization strategy consulting research given signi \ufb01cant volume impact remarkable little research conducted strategy consulting publications speci\ufb01cally strategy consulting even fewer concern empirical research historical studies development strategy consulting armbr\u00fcster kipping david couple case studies blom lundgren seidel van den bosch et al older assessments strategy consultant impact delany leontiades strategy consulting terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coretezel payne lumsden course larger body research management consulting focused strategy consulting hardly research published along lines general direction given actually conduct research speci \ufb01cally strategy consulting whether conceptual qualitative quantitative design oriented research mere importance strategy consulting warrants even though strategy consulting approached various research paradigms approaches seems natural least occurs part strategy practice tradition emerged past three decades carter clegg kornberger chia holt jarzabkowski whittington focus praxis practices practitioners strategy one would expect signi \ufb01cant volume studies strategy consulting sometimes implied referred strategy practice studies though dedicated work strategy consulting published far part tradition whether research actually taken place hard tell kind research may required challenging conduct challenging get published obtaining detailed insights strategy consult ing requires deep involvement interventionist approaches action learning designoriented research conducting research requires strategy consultant following closely strategy scholar practitioner trainer experienced challenging especially case since involved client consultant primary emphasis helping client conducting research nevertheless done element largely result attempt based action learning taking place applying process roles outlined \ufb02ecting upon adjusting accordingly would qualify research certainly relevant research cannot think impactful journal would accept kind research done lacks traditional rigor expected along lines directions given conduct interventionist kind research b systematic documented way c help legitimizing methods needed moving strategy forward field progress made advancing \ufb01eld strategy consulting depends state \ufb01eld strategy large numerous others argued \ufb01eld strategy particularly good shape criticisms business strategy terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge coreleveraged include fragmented relevant enough narrow much focused analytical tools even harmful practice bettis ghoshal moran mahoney mcgahan oxley et al powell vaara durand hitherto strategy still mostly presented cognitiveanalytical skill largely consists application wide range different frameworks one look major strategy textbooks see whittington et al given focus cognitiveanalytical skills extensive use frameworks given impact strategy consulting contents strategy textbooks training surprised strategy con sulting bias therefore order bring strategy consulting forward also need bring \ufb01eld strategy forward requires new integrative dynamic 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strategy reach vast important since wherever business activity strategizing \ufb01eld strategy long history medieval colonial times today developed developing economies series \ufb00ers place interesting illuminating research including industry corporate studies strate gizing service industries arts public sector new forms internet based commerce also covers today expanding gamut analytic techniques terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge corebusiness strategy elements series scenario thinking infusing planning foresight brad mackay peter mckiernan agentbased strategizing duncan robertson corporate social responsibility christopher wickert david risi austrian perspectives management entrepreneurship strategy organization nicolai j foss peter g klein matthew mcca \ufb00rey microfoundations nature debate promise nicolai j foss stefan linder strategy consulting jeroen kraaijenbrink tools strategy starter kit academics practitioners henri hakala tero vuorinen full series listing available wwwcambridgeorgebus terms use available httpswwwcambridgeorgcoreterms ip address aug subject cambridge core"
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