Should we care about management consultants? And do they care about us enough to change the way they do business? For answers, turn to this well-researched, opinionated book by Ron A. Carucci and Toby J. Tetenbaum. The authors combine extensive survey data with their personal viewpoints to prove that management consulting needs serious repair. They present their model of the value-creating consultant as the solution. While some consultants may roll their eyes at the goal of forming an equal partnership with their clients, the book is on point about what is right and wrong with the profession. The authors explain the ways any consultant can use a value-creating model to improve client relationships. getAbstract recommends this excellent book to management consultants or anyone who needs to hire a management consultant. Executives, students and business owners will also find it thought-provoking, particularly if you think consulting is in your future.
In this summary, you will learn
- Why executives are unhappy with the results of hiring management consultants;
- What the difference between value-creating and nonvalue-creating consultans is; and
- Why you need to recognize the power of irreverence.
About the Authors
Ron A. Carucci has been a strategic change consultant for more than 15 years, serving clients in many industries, including financial services, pharmaceuticals, consumer products, information technology, and manufacturing. Toby J. Tetenbaum , Ph.D., has consulted for numerous organizations, from Fortune 10 companies to start-ups. She is a licensed psychologist and a professor at Fordham University.
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By the same authors
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Greenleaf Book Group, 2014
Contained in Knowledge Pack:
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