The perception and reality of added value in management consulting interventions
This dissertation investigates the value of consulting interventions through the eyes of both clients and consultants, seeking to identify the true nature of client perceived value. The objective is to identify how consultants add value to their client's organisations, the key factors for achie...
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2006
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| Online Access: | https://eprints.nottingham.ac.uk/20164/ |
| _version_ | 1848792029728866304 |
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| author | Goldfield, Tim |
| author_facet | Goldfield, Tim |
| author_sort | Goldfield, Tim |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | This dissertation investigates the value of consulting interventions through the eyes of both clients and consultants, seeking to identify the true nature of client perceived value. The objective is to identify how consultants add value to their client's organisations, the key factors for achieving this value and how value is defined and measured by clients.
The study consists of interviews with five consultants and five clients from a variety of business fields. Both clients and consultants were interviewed to achieve a more thorough understanding of the subject with participants chosen for their range of expertise and practice experience. The results of the interviews were then transcribed, coded using Nvivo 2.0 and analysed to look for recurring themes and points of interest.
The results of the study support the literature in that consultants are used for a variety of reasons. The interviews highlight that delivering and accurately assessing value is dependant upon clarifying client needs early in the process. Client and consultant must work closely to ensure the scope of the project is valuable, in that the deliverables solve the client's fundamental needs, are achievable, and clearly communicated to both parties. It is then the responsibility of client and consultant to dedicate time and resources towards attaining those deliverables.
The project concludes by suggesting that value stems from achieving the deliverables of the project, adding something to the client organisation that they couldn't achieve internally and ensuring that the changes made are sustainable. Lasting value appears to stem from durable changes and ensuring sustainability is the responsibility of both client and consultant. These factors are presented through a unified model of consulting value. |
| first_indexed | 2025-11-14T18:37:55Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-20164 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:37:55Z |
| publishDate | 2006 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-201642018-01-23T17:37:46Z https://eprints.nottingham.ac.uk/20164/ The perception and reality of added value in management consulting interventions Goldfield, Tim This dissertation investigates the value of consulting interventions through the eyes of both clients and consultants, seeking to identify the true nature of client perceived value. The objective is to identify how consultants add value to their client's organisations, the key factors for achieving this value and how value is defined and measured by clients. The study consists of interviews with five consultants and five clients from a variety of business fields. Both clients and consultants were interviewed to achieve a more thorough understanding of the subject with participants chosen for their range of expertise and practice experience. The results of the interviews were then transcribed, coded using Nvivo 2.0 and analysed to look for recurring themes and points of interest. The results of the study support the literature in that consultants are used for a variety of reasons. The interviews highlight that delivering and accurately assessing value is dependant upon clarifying client needs early in the process. Client and consultant must work closely to ensure the scope of the project is valuable, in that the deliverables solve the client's fundamental needs, are achievable, and clearly communicated to both parties. It is then the responsibility of client and consultant to dedicate time and resources towards attaining those deliverables. The project concludes by suggesting that value stems from achieving the deliverables of the project, adding something to the client organisation that they couldn't achieve internally and ensuring that the changes made are sustainable. Lasting value appears to stem from durable changes and ensuring sustainability is the responsibility of both client and consultant. These factors are presented through a unified model of consulting value. 2006 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/20164/1/06MBAlixtg2.pdf Goldfield, Tim (2006) The perception and reality of added value in management consulting interventions. [Dissertation (University of Nottingham only)] (Unpublished) Management consulting value consulants perceptions of value perceived value |
| spellingShingle | Management consulting value consulants perceptions of value perceived value Goldfield, Tim The perception and reality of added value in management consulting interventions |
| title | The perception and reality of added value in management consulting interventions |
| title_full | The perception and reality of added value in management consulting interventions |
| title_fullStr | The perception and reality of added value in management consulting interventions |
| title_full_unstemmed | The perception and reality of added value in management consulting interventions |
| title_short | The perception and reality of added value in management consulting interventions |
| title_sort | perception and reality of added value in management consulting interventions |
| topic | Management consulting value consulants perceptions of value perceived value |
| url | https://eprints.nottingham.ac.uk/20164/ |