ABSTRACT
This conclusion presents some closing thoughts on the concepts covered in the preceding chapters of this book. The book seeks to offer something different within the body of literature on management consulting. There is the psychological or behavioural book that generally presents consultancy as the opposite of rational because consultants create illusions using rhetoric and rely on impressions. The consultant as change agent in any capacity requires a deft political touch and carries great responsibility. Process and philosophy books have a role to play in teaching the discipline, but the discussion adds much needed flavour and context to the actual delivery of consultancy work. To help firms navigate the uncertainty, management consultancy can negotiate and facilitate the change process and manage the risk so that organisations brave enough to seek out opportunities and not ignore threats will survive and prosper.
