Modern management theories don’t hold water over time, says Karen Phelan, an experienced management consultant, who highlights holes in the major management concepts and practices that have governed companies in recent times. No authority is too lofty to escape her rebuttal: Phelan rejects Michael Porter, Gary Hamel and C.K. Prahalad, Warren Bennis, and Jim Collins. She explains why companies should not be so eager to seek the advice of management consultants, though she acknowledges that some scenarios do call for outside help. While she offers few solid alternatives to the theories she sets out to debunk, getAbstract suggests Phelan’s advice and no-nonsense insights to firms that hire consultants, to consultants themselves and to anybody who hopes to become one.
In this summary, you will learn
- How some consultants cause more harm than good,
- How consulting fads and management trends come and go, and
- What to look for in a consultant.
About the Author
Karen Phelan owns Operating Principals, a consulting firm, and worked for Deloitte Haskins & Sells and Gemini Consulting.
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Comment on this summary
4 years agoYou didn't tell us anything significant about the book. Do you mean "you don't need an expert?"
4 years agothe section at the end which reviews when to hire a consultant is a good check list
Contained in Knowledge Pack:
Knowledge PackConsultingSetting out on your own.
Knowledge PackManagement ConsultingWhen you have to buy advice by the hour, know what you want, who has it, how to get it, and how to make the most of it.
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