This article examines the nature and the generation, dissemination and translation of knowledge in large, global management consulting organizations. The knowledge system in consulting organizations is modelled as consisting of three interacting knowledge elements: methods and tools, providing a common language and knowledge structure; cases, carrying knowledge in a narrative form; and the experience of individual consultants that is essential for the adaptation of methods, tools and cases to the specific consulting project.A number of recent studies have characterized knowledge-management strategies as focusing on either articulate knowledge or tacit knowledge. We argue that a fruitful understanding of knowledge management in management consulting requires attention to the relations between the different elements that represent different kinds of knowledge. Based on case studies in Andersen Consulting (now Accenture) and Ernst & Young Management Consulting (now Cap Gemini Ernst & Young) these knowledge elements and the interplay between them are identified and analysed.The main role of articulate knowledge is not to replace experience, but rather to support the generation, dissemination and use of it. A number of consequences of this conceptualization of the knowledge system are discussed in terms of the ability of the knowledge system to generate different types of learning and the complementarity of structural and individual knowledge.

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States that highly structured methods and tools for bringing about organizational change are frequent features in both the management literature and the practice of management consultants. Reports that, in order to understand the nature and popularity of these methods and tools, a study of the availability and use of methods in business process re‐engineering (BPR) projects was carried out in five large consulting companies. Identifies six functions of methods on the basis of this study. Finds that methods play important roles both in the consulting organization and in the consultant’s interaction with the client in the specific change project. Also reveals that common to the identified functions is an ability to store and transfer knowledge, which contributes to the change process interface for clients and consultants. Shows also that consulting companies with very different professional backgrounds have very similar approaches to BPR projects. Identifies and comments on the similarities between these companies’ methods in respect of managing change.

What may be learned from organizational innovations in a long-term perspective? This article is based on eight studies over a period of 10-20 years. An insurance department is used as an illustrative and representative case. The department manager was a successful soul-of-fire (i.e., champion) during the change process. The continuous defense of the organization's values and culture distanced him from the rest of the company. Legitimacy (especially top management acceptance) is something that has to be continuously regenerated. The soul-of-fire faces two major dilemmas: first, the learning dilemma, i.e., the need to balance the efforts for internal learning and development in the unit with diffusion activities and the creation of external legitimacy; second, the change dilemma, i.e., the need to balance the direction and control of change with support for employee autonomy and influence.

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