The international guide to management consultancy : the evolution, practice and structure of management consultancy worldwide
Bibliographic record
Abstract
Contents Dedication 1 Dedication 2 About the Editors Contributors' Notes Forewords: President, The ICMCI Secretary General, Zen Noh Ren President/Director General, FEACO Introduction Part One The Evolution and Practice of Management Consultancy Globally 1.1 The scope of management consultancy in its international practice: parameters and definitions Barry Curnow and Jonathan Reuvid 1.2 The evolution of management consultancy: its origins and global development Matthias Kipping 1.3 Multinational management consultancies world market leaders Mark Klein, Deloitte Consulting 1.4 The impact of the IT revolution and e-commerce on management consultancy Dr Fiona Czerniawska, MCA 1.5 Sustainability and management consultancy Adrian Henriques 1.6 Delphi Study and beyond: scenarios for the consulting market in 2010 Mike Jeans Part Two Ethics and Best Practice 2.1 Competition and objectivity: management consultancy, auditing and outsourcing Bruce Petter, MCA 2.2 Professionalism through best practice universal and local standards Barry Curnow 2.3 Ethical norms and guidelines Paul Lynch 2.4 Higher Education opportunities in management consultancy Sally Woodward and Allan Williams 2.5 Is there a case for regulating management consultants ? Ian Barratt 2.6 The role of a national institute in the development of the profession of management consultancy Hans de Sonnaville 2.7 Corporate governance - structure, processes and functions Dr Daniel Summerfield, IoD 2.8 Pricing for profit Colin Coulson-Thomas Part Three A Client's Guide to Management Consultancy 3.1 The client-consultant relationship setting the guidelines Barry Curnow 3.2 Selecting and appointing a management consultancy Barry Curnow 3.3 How to get value from a management consultant Michael Shays 3.4 Managing consultancy projects in progress Barry Curnow 3.5 Phases of the client-consultant relationship Barry Curnow 3.6 Evaluating advice and recommendations Jonathan Reuvid and John Mills 3.7 Appreciative inquiry: accelerating positive change Anne Radford and Liz Mewlish 3.8 The consultant's role in managing change Michael Shays 3.9 Handing over and moving on Barry Curnow Part Four Key Consultancy Activities 4.1 Strategic consultancy and business development Martin Whitehill 4.2 Marketing David Hussey 4.3 Organisational change: the challenges and the opportunities Colin Coulson-Thomas 4.4 Organisation/culture change in post-merger integration Geoffrey Kitt 4.5 Leadership in process-re-engineering Philip Channer and Jonathan Reuvid 4.6 Coaching in management development Myles Downey 4.7 Supporting employees across the world Michael Reddy 4.8 Communications Colette Dorward 4.9 Customer relations Clive Bonny 4.10 Information and knowledge management Colin Coulson-Thomas 4.11 Systems Integration Trevor Elliott and Dave Herbert 4.12 m-commerce: the next wave of management consulting Thomas Korseman & Daniel Shepherd 4.13 ERP to e-business - the opportunities Sarah Taylor and Barry Curnow Part Five Consulting Internationally 5.1 Consulting in developing economies and third world countries Colin Adams 5.2 Management Consultancy in the Oil and Gas Industry John Emberton (?) 5.3 Strategic Collaboration Stephen Cardell 5.4 Selected international management consultancy market profiles The EU Austria Herbert Bachmaier Germany Klaus Reiners Greece Yiangos Charalambous Ireland Peter Nolan Netherlands Robert Florijn United Kingdom Ian Barrett Scandinavia Flammming Poulfelt Denmark, Norway, Sweden Other Western Europe Switzerland Andre Wohlgemuth Central & Eastern Europe Jozsef Poor Bulgaria, Hungary, Poland, Romania, Russia, Slovenia The Middle East Jordan Hatem Abdel Ghani Africa Nigeria David Iornem South Africa Angelo Kehayas The Americas Brazil Edusardo de Macedo Rocha Canada Heather Osler USA the CMC College Ethics Survey Asia & Australasia Regional Overview Walter E. Vieira Australia and New Zealand Richard Elliott China PRC Li Yong Hong Kong & Pearl River Delta Gregg Li Japan Matsui Shigeki Appendices I ICMCI Membership II FEACO Membership III Zen Noh Ren Membership (All Japan Federation of Management Organizations) Index
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How this classification was reachedexpand
Full frame machine prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. The Gemma side is a direct model label for every work in the frame, read from the title-only record. The Codex side is a classifier learned from the 10,348 direct Codex labels and calibrated to design-weighted sample rates; fields without enough sample support carry no Codex call. Candidate is the union of the two sides; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels.
Distilled classifier scores by category (both heads)
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.007 | 0.024 |
| Meta-epidemiology (narrow) | 0.001 | 0.001 |
| Meta-epidemiology (broad) | 0.001 | 0.001 |
| Bibliometrics | 0.007 | 0.012 |
| Science and technology studies | 0.003 | 0.003 |
| Scholarly communication | 0.012 | 0.011 |
| Open science | 0.002 | 0.004 |
| Research integrity | 0.004 | 0.008 |
| Insufficient payload (model declined to judge) | 0.077 | 0.066 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; a candidate call from one source (direct Gemma or distilled Codex), not a consensus.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".