Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
Printable Handouts
Navigable Slide Index
- Introduction
- Overview
- Key terms
- Context
- A critical perspective on consulting
- Section 1: Situating consultants’ experiences
- Measuring and managing consultants
- Consulting teams
- Consulting organisations
- Clients
- Sources of control and pressure
- Section 2: A research study
- Exploring the experience of consultants
- Results: three master themes
- Theme 1: Elite identity
- Theme 2: Commitment to consulting (1)
- Theme 2: Commitment to consulting (2)
- Theme 3: Status anxiety (1)
- Theme 3: Status anxiety (2)
- Anxiety of losing elite status
- Section 2 - Multiple choice question
- Conclusion
- References
This material is restricted to subscribers.
Topics Covered
- Key terms, context and perspectives
- Situating consultants’ experiences
- An empirical study on the experience of consultants
- Study results: three key themes
Talk Citation
Gill, M. (2015, November 30). The experience of consultants [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved December 14, 2024, from https://doi.org/10.69645/TNWH6211.Export Citation (RIS)
Publication History
Other Talks in the Series: Management Consultancy
Transcript
Please wait while the transcript is being prepared...
0:00
Welcome to this presentation
which is concerned with
the experience of consultants.
My name is Dr. Michael Gill
and I'm based
at the School of Management
at the University of Bath.
So as I mentioned,
we're going to be looking today
at the experience of consultants,
and particularly the experience
of consultants in leading
or elite strategy
consulting firms.
0:21
In this presentation,
we are going
to have an introduction,
two main sections,
and a conclusion.
We're going to introduce
some of the key terms
that we're going to employ.
So, for example,
what is a consultant?
Also, look at the context
and some different perspectives
on studies of consulting.
And once we've done that,
we're going to explore
the consultants' experiences
in terms of
the different environments
or contexts
in which they operate
and that means looking
at consulting teams,
consulting organizations
and their clients.
Once we've done that,
we can look more closely
at the experience
of consultants themselves.
And in order to do that,
we are going to draw
on an empirical study
which explored
the experiences of consultants
and look at
some of the key themes
that emerged from that study
which concern an elite identity,
a commitment to consulting,
and status anxiety.
And then, there will be
one multi-choice question
where you'll be able
to select one answer
that you think best
answers the question,
and then we'll conclude.
1:21
So before we continue,
it's important to understand
some of the key terms
that we're going to employ
throughout this presentation.
And the first and perhaps
the most important to understand
is the idea of
management consulting.
So for the purpose
of this presentation,
we're going to draw
on the Management
Consultancies Association,
the MCA definition
which states that it's
"the creation of value
for organizations
through improved performance,
achieved by providing
objective advice
and implementing
business solutions."
The point of this definition
is really to illustrate the fact
that management
consulting firms work
closely with
other organizations
to give them advice,
to help them achieve
whatever particular goal
they are seeking.
And that means that consultants
are the people who deliver
or develop management
consulting advice
to create value
for their clients
or other organizations.
And clients refer
to the organizations
who purchase
this management consulting
or employ consultants.
Now it is important
again to stress here
that these definitions
are contested
and people have
different interpretations
of what a consultant is
or what a management
consulting firm is.
And there are, for example,
differences between
what's perceived
to be strategy consulting
and those consulting firms
that implement
their particular advice.
But broadly
for this presentation,
this gives a good foundation
from which we can
work to explore
what it means
to be a consultant.