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Voorbeeld
  2.  
  3. Universiteit Van Amsterdam (UvA)
  4.  
  5. Strategy Consulting (6314M0304)

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Summary 2 summaries Strategy Consulting - UvA MScBA (Grade: 9,3)

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These are two summaries combined! The first one is a very in-depth summary of all readings and lectures of 55 pages. I recommend you to thoroughly read through this one. The second summary contains very in-depth the key points of every week and consists of 34 pages, which you should learn by heart.

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  • 26 augustus 2020
  • 92
  • 2019/2020
  • Samenvatting

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Voorbeeld van de inhoud

Week 1: Defining management consultancy and the industry
● Baaij chapter 1,2,5
● Colonizing Knowledge: Commodification as a Dynamic of Jurisdictional Expansion in Professional
Service Firms - Suddaby and Greenwood (2001)

Chapter 1: Defining Management Consultancy
2 Opposing perspectives on management consultancy:
1. Functionalist perspective
○ Management consultants are professional helpers.
○ They create value for their clients, mostly managers of organizations, through providing
independent advice
2. Critical perspective
○ Critical academic literature argues that management consultancy faces ambiguities over:
A. The knowledge that management consultants claim
B. What management consultants claim to do with that knowledge
C. The claimed results of management consultants

Characteristics of management consultancy:
1. Management consultancy is a service
2. Management consultancy is directed at managers
3. Management consultancy is about decisions
4. Management consultancy is knowledge-intensive
5. Management consultancy is based on independence (to give impartial advice)
6. Management consultancy is a business (project is a business transaction with client)
7. Management consultancy is about projects
8. Management consultancy can be full-time and part-time

Definitions of management consultancy:
1. Recommendation and implementation
2. Objectivity and independence
3. Support decision making
4. Change implementation
5. Any form of help

Narrow definition​:
Management consultancy​ = a knowledge-intensive service which independent business professionals provide
to managers of client organizations, and consist of objective advice on management’s decisions regarding the
solution to the client organization’s problems and opportunities
● Concentrates on giving advice
● Not involved in implementation

Broad definition :
Management consultancy​ = a knowledge-intensive service which independent
business professionals provide to managers of client organizations, and consists of objective advice on
management’s decisions regarding the solutions to the client organization’s problems and opportunities, ​and
may, in some cases, also consist of assistance with the management’s tasks regarding the
implementation of these solutions
● Includes both advising and assisting clients on implementation of the solution
○ = Assistance in ​management tasks​ of the implementation
● 3 Categories of implementation tasks:
A. Tasks involving the organization units as a whole
■ Acquire/ integrate/ divest an organization,
B. Tasks involving an individual primary activity of the organization
■ Build logistics system/ withdraw from distribution channel
C. Tasks involving an individual support activity of the organization
■ Negotiate terms with suppliers/ develop skills through training




1

,Business consultancy​ = combination of giving advice to management with providing assistance on
non-management tasks of implementing management solutions
Business services ​= only providing assistance, without giving advice

4 Main criteria for determining whether a service qualifies as management consultancy:
1. Advice on management decision
2. Decision on management problem regarding the business
3. Assistance in managerial tasks of implementation
4. Independence of client management

Roles of management consultants:
● Formal roles
1. Expert ​= provide knowledge to solve a problem defined by the client
■ Purchase of expertise consultation
2. Doctor ​= identify and solve a problem for the client
■ Doctor-patient consultation
3. Facilitator ​= provide process which the client can use to identify and solve a problem
■ Process consultation
● Informal roles
1. Hired hand ​= provide temporary capacity for the client, not related to the specific topic
2. Legitimator ​= provide legitimacy to a client’s solution which other stakeholders oppose
3. Political weapon​ = provide arguments for a client’s position in a political fight
4. Scapegoat​ = take blame for a client’s solution that is not in the interest of other stakeholders
→ Accepting informal roles erode the consultancy’s reputation (ethical issues and negative commercial
effects)

5 Sub-processes of the management consultancy process:
1. Identifying the problem (opportunity)
2. Diagnosing of the problem
3. Developing one or more alternative solutions
4. Making a decision
5. Implementing the decision
→ Management substitute (responsible or all processes) vs. bogus consultancy (no responsibility)




Internal management consultants​ = permanent employees of an organization and that will typically only
consult for this single ‘client’
→ Lower fees, better client understanding, subject to hierarchy
External management consultants​ = owners or permanent employees of an independent consultancy firm
with temporary consultancy engagements at varying client organizations.
→ More impartial, broader knowledge, strong public reputation



2

,Chapter 2: Origin and Development of Management Consultancy
2 Characteristics of clients of management consultants:
● High-value decisions
● Wealth and power

The emergence of management consultancy fields:




3 Types of changes that shaped the development of consultancy fields:
1. Technological change
2. Regulatory change
3. Institutional change

Second industrial revolution (1870):
● Production of steel became cheaper
● More infrastructure (bridges, railroad)
● Urbanization
● Huge growth of firms
● High capital requirements

First field of management consultancy: ​Operations Consultancy
● Industrial revolution gave rise to separation of ownership and management which to the professional
manager
● Challenged by new technologies and large scale operations, these managers sought to increase
efficiency (ROI)
● Frederick W. Taylor developed scientific management: decompositions into simple tasks and optimize
each task
● Prominent firms: Arthur D. Little, Bedaux Consultancy



3

, Wall street crash and regulatory change:
● Wall Street crash 1929: overproduction of agricultural products, excessive speculation, and consumer
debt
● 1933: Glass-Steagall Banking Act forced independent advice from banking activities
● 1933: Securities Act: due diligence by independent consultants before financing
● 1936: legislation forbade accountants and lawyers to advise while performing financial audits

Second field of management consultancy: ​Organization and Strategy Consultancy
● 1940-50s: as companies grew larger, they wanted to adopt the M-form
● Organization consultancy focused on implementing this form at clients
● By 1940 there were 400 firms, with numbers growing with 15% per year
● Prominent firms: Booz Allen Hamilton, McKinsey & Company
● 1960s: diversified organizations struggled with coordination
● Demand for portfolio management, or corporate strategy advice
○ Where should we compete and how do we coordinate?
● Prominent firms: BCG, Roland Berger, Bain & Company

Third field of management consultancy:​ IT Consultancy
● 1950s: mainframe computing became popular
● IBM is the first to mass-produce mainframes
● IBM and a few others were under anti-monopoly legislation until 1982
● Accounting firms entered IT consultancy
● Prominent firms: Arthur Anderson, CapGemini

4 Factors the 3 fields of management consultancy differ in:




4

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