Answering the question ‘What is management consultation?’ is as hard as trying to address the question: ‘What is heaven?’
There are two reasons for uncertainty as to what management consultants are doing. First, management consulting is a concept which embraces a wide variety of professions. Secondly, management consultants can’t provide clear examples because they are nearly all extremely sensitive and proprietary.

Consultation is essential to help a customer create value by providing information and advice leading to sustainable organisation, and it includes the development of new policies, accounting systems, integration of information systems, quality management, process redevelopment, marketing, distribution channel development and logistics.

Experts of all sorts sometimes refer to themselves as ‘advisors for management,’ but only those who counsel the management process itself may genuinely be referred to as management consultants. There has been a term that has been widely accepted by analysts, not not academia.

Managements consultancy is a professionally educated and knowledgeable individual advisory service given to organisations who support the client organisation in identifying, analyzing, recommending, and helping the client to find answers to management issues in an analytical and independent way.

In the last 15 to 20 years, management consultancy in the US has undergone a drastic transition. The justification for this move is to address and remain competitive in a changing industry. The emphasis was on technology itself about fifteen years ago. Customers needed to improve and quicker their processes. The general view was that science should fix any dilemma. Organizations have been implementing big, complicated accounts structures, customer support systems, automation of sales force, and so on. This lead also to various splits.
Dual work and repetitive storing of information in an organizations utilizing incompatible structures that results in so-called “technological stove pipes.” A range of training personnel and building interfaces between applications used by various departments within the organisation is followed by years of dynamic implementation.

Around a 10-year-old, the consultancy industry started its latest metamorphosis to meet the condition it has reached today. This process started with the explanation of the idea of complete consultation by many top advisory organisations. As a result, customers have been instructed to address challenges by examining a mix of policy, method, technologies and individuals, away from conventional technological solutions. As well as looking at this whole entity, consultants started solving issues at a macro level across the whole organisation. The contractor was a recommendation and implementation guy.Technology systems for the employee who has worked with the customer to address market issues involving the whole company. The consultant became morphical; he/she was more a trustworthy consultant than a technologist.

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