The functions of methods of change in management consulting

Abstract

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.

Structured Multidisciplinary work Evaluation Tool: Development and validation of a multidisciplinary work questionnaire

“…An evaluation of five leading management consulting companies in Sweden found that a clear structured working method was important for the internal work in the consulting company, the internal work in the client company, and the cooperation between them [33]. Besides, a clear work structure increased the competence in the consulting company and acted as a competence bank and contained more knowledge and experience than an individual consultant could manage [33].…”

How knowledge accumulation has changed strategy consulting: strategic options for established strategy consulting firms

“…By the turn of the millennium, BPR became a familiar issue for strategy consulting firms and hence evolved into a hybrid or exploitative practice. This development is supported by a study regarding established strategy consulting firms indicating the use of 'strikingly similar' methods and tools for business process re-engineering (Werr et al, 1997). ICT-based knowledge management has enabled the development of exploitative consulting practices, the commodification of knowledge and attracted new entrants.…”

Exploiting the DNA of the Toyota Production System

“…Proposition 1 follows directly from the TPS DNA established by Spear and Bowen (1999) which is readily understood via the Werr et al (1997) four level prism model. Corollary 1 is hinted at via the inventory analysis by Chen et al (2005), and confirmed via the QSAM audits by Childerhouse (2002).…”

“…The output from the Spear and Bowen (1999) research is best illustrated using the concept of the prism model conceived by Werr et al (1997). This requires the 'vision', 'principles', 'toolbox' and 'learning organizations' characteristics of any methodology to be clearly identified.…”

“…Originally developed by Werr et al (1997) on the basis of their analysis of actual operating procedures practised by a sample of top international management consultants, it has since proven to be of much wider application. It is certainly revelatory when applied to the output from the Spear and Bowen (1999) studies.…”