<p>Across the world, the global economy that is emerging since the last decade of the 20^th century has resulted in levels of complexity within the business environment, organization are undergoing changes in different form in response to a global competitive business environment. This business environment characterized by uncertainty, increasing risk and decreasing forecast ability may requires a new managerial mindset focused on flexibility, creativity, innovation and possible transformation (Crossan et al. 2008; Wu et al. 2007).<p>The research study is stimulated within the management and development process in the organization that help leader think and work toward transformative possibilities, for organization to achieve effectiveness it is crucial that the unique talent of its employees be developed and utilized. Furthermore, organization involved in adapting, recreating and transformation might require a leader with transformative behaviors. However, the possibility of the leaders’ lack of time and knowledge in implementing his or her vision may require the organization to external sources and competences such as the consultant (Ciulla. 2004; Liden et al. 2008)</p><p>The objective of the study is to understand the nature of transformation within organization, the processes involved and the possible roles consultants might play if any within the processes that lead to transformative possibilities.</p><p>The theoretical framework of the research is built on the many researches by Bass (1998), Bass & Riggio (2006),Northouse (2004) of transformational leadership as an effective leadership development in the full range leadership model. The research methodology was qualitative by means of the grounded theory approach, case interviews of two consulting firms in Sweden was made. Unstructured open ended interview was conducted with four respondents.</p><p>The empirical data analysis shows that consultants are involved in the transformational leadership processes within organization with the consultant being aware or not as a result of the peculiarity of the Swedish management style that embodies traits suitable and compatible with transformational leadership concept.</p><p>In conclusion, there are many processes that the consultant can be useful within the organization in achieving effectiveness and the consultant may play different roles in different context within the processes of transformational leadership.</p></p>

Across the world, the global economy that is emerging since the last decade of the 20th century has resulted in levels of complexity within the business environment, organization are undergoing changes in different form in response to a global competitive business environment. This business environment characterized by uncertainty, increasing risk and decreasing forecast ability may requires a new managerial mindset focused on flexibility, creativity, innovation and possible transformation (Crossan et al. 2008; Wu et al. 2007).The research study is stimulated within the management and development process in the organization that help leader think and work toward transformative possibilities, for organization to achieve effectiveness it is crucial that the unique talent of its employees be developed and utilized. Furthermore, organization involved in adapting, recreating and transformation might require a leader with transformative behaviors. However, the possibility of the leaders’ lack of time and knowledge in implementing his or her vision may require the organization to external sources and competences such as the consultant (Ciulla. 2004; Liden et al. 2008) The objective of the study is to understand the nature of transformation within organization, the processes involved and the possible roles consultants might play if any within the processes that lead to transformative possibilities. The theoretical framework of the research is built on the many researches by Bass (1998), Bass &amp; Riggio (2006),Northouse (2004) of transformational leadership as an effective leadership development in the full range leadership model. The research methodology was qualitative by means of the grounded theory approach, case interviews of two consulting firms in Sweden was made. Unstructured open ended interview was conducted with four respondents. The empirical data analysis shows that consultants are involved in the transformational leadership processes within organization with the consultant being aware or not as a result of the peculiarity of the Swedish management style that embodies traits suitable and compatible with transformational leadership concept. In conclusion, there are many processes that the consultant can be useful within the organization in achieving effectiveness and the consultant may play different roles in different context within the processes of transformational leadership.

Background: Digitalization and digital technologies are of significance to management consultant firms since they influence them and force them to reshape and improve their business processes. For that purpose, firms can use Business Process Improvements methods, such as process mapping, benchmarking and maturity models. The authors identified multiple gaps in literature which this thesis aims to address. One gap was the lack of literature focusing on the industry of professional service firms, like management consultant firms. Another gap was on a standardized management consulting process, and the knowledge of how digital technologies are being used within it. There was also a lack of knowledge about what performance improvements management consulting firms can expect when using digital technologies in their management consulting process. Lastly, there is no digital maturity model that is focused towards management consultant firms, that can identify management consultant firms' level of digital maturity. Purpose: The purpose of this study was to explore, describe and explain digital technologies used within a standardized management consulting process, expected performance improvements through the use of digital technologies and the levels of digital maturity through a maturity model for management consultant firms. Method: A qualitative study with an exploratory and explanatory research strategy was used. An abductive approach was applied for this multiple case study, which was based on semi-structured interviews with nine different Case Firms. Findings and Conclusion: The results of the study developed a standardized management consulting process including following activities; initial contact, background research, current status assessment, present project plan, developing solution, closing project by implementing solution and follow up, feedback and lessons learned. Across the standardized consulting process, the firms used technology types of artificial intelligence, analytical applications, cloud computing, automation and web-based applications. The digital technologies are used for collecting information, collaborative presentations, communicating, collaborating to develop consulting solutions, storing and managing documents, managing projects, tracking time, analysing information, developing and sharing insights, and customer relationship management. Seven key categories of performance were identified, which could be improved through the use of digital technologies. The categories include improved knowledge transfer, increased efficiency, measurable value based impact to client, increased quality of consulting, increased competitive advantage, improved knowledge management, increased client reaction and satisfaction. Each of these categories of performance improvements can be further categorized into improvements of efficiency and effectiveness for the consulting process. Improvements in efficiency relate to improvements in the utilization of resources. Improvements in effectiveness relate to improvements in quality of the resulting client solution. The study defined four levels of digital maturity for management consultant firms, including researchers, beginners, adopters and leaders. The key dimensions for assessing their digital maturity include culture, strategy, organization and operations, technology and insights. Across the dimensions there are 15 sub-dimensions and 52 statements for self-assessing digital maturity. The maturity model may be applied by future management consultant firms for benchmarking position within the industry and identifying gaps, opportunities and vision for improvement in their own consulting process and performance through leveraging digital technologies.

The study aimed to develop the knowledge and provide a broader understanding of how management consultants (MC) manage strategic change, by examining their approach in relation to their function in strategic change processes. The literature review explored the function of MCs as change agents from four perspectives: standards setters, information sources, knowledge integrators, and knowledge brokers. Highlighting the client-consultant relationship as an aspect within their function. Additionally, the planned and emergent approach to change was presented. Based on the presented concepts, a conceptual framework was developed. A qualitative approach was taken where semi-structured interviews were conducted with MCs from different consulting firms to gather relevant data. Finally, the data was structured and thematically analyzed through our conceptual model.   There is no one-size-fits-all regarding managing strategic change. MCs focus on recognizing the unique context of each change process and client, implying that the MCs can function differently in different change processes. Furthermore, MCs approach strategic change processes in relation to their function as change agents by utilizing activities from both planned- and emergent activities, depending on the specific function they perceive they have.

近十餘年來，隨著經濟快速發展，我國已邁入了已開發國家行列，經濟結構也由以工業為主，轉向工業和服務業並重。其中管理顧問業被列為策略性服務業，是服務業中極為重要的一環，管理顧問業是否能進一步快速發展，對我國經濟升級有重要影響。本文主要目的即在對管理顧問業各層面之問題做深入瞭解，透過相關文獻之研究、問卷調查之分析、整理歸納出管理顧問業之作業管理特性；進而提出建議方案，期望透過本行業之健全發展，連帶改善其它行業之經營體質，增加我國整體經濟競爭實力。 本文首先簡述作業管理系統之含意，並比較服務業與製造業系統差異，其次說明服務業之作業管理系統，最後探討專業性服務業之作業管理特性與管理顧問業作業管理系統之一般概念。其次經由相關文獻探討管理顧問業之產業特性、現況分析、未來發展、現今主要問題，及本行業之經營管理。 最後，由問卷統計分析得知，管理顧問業具有下列特性：1.固定設備投入比率較低。2.與客戶配合時，時間因素很重要。3.無法容忍過剩產能。4.排程工作之進行及產能之預估，困難度不高。5.規模經濟居中。6.通常是以遞增方式增加人力產能。7.瓶頸之發生是可預測的。8.需要一套標準顧問作業程序。9.與客戶之互動性高。10.顧問師需具備特殊技術及專門知識。11.顧問師服務內容是廣泛的。12.多數業者採固定薪資制。此外，研究結果亦顯示，管理顧問業之關鍵成功因素為：顧問師之專業知識，顧問服務品質，公司的形象、信譽，公共關係、及媒體報導之掌握，電腦化制度之良窳，成功案例等。

Uppsatsen syftar till att belysa de sociala drivkrafter som påverkar kvinnor att söka sig till managementkonsultbranschen. Ett grundläggande antagande i uppsatsen är att det är det sociala som primärt formar en individs upplevelse av mening i sin tillvaro. Mening definieras här utifrån ett weberianskt och socialkonstruktionistiskt perspektiv, d.v.s. att mening är den subjektiva innebörd som socialt har framförhandlats mellan aktörer i samhället. Fem kvinnors karriärval studeras genom ett empiriskt fenomenologiskt angreppssätt, vilket har används i syfte att nå fram till studiedeltagarnas meningsstrukturer och därmed komma närmre ”kärnan” i deras subjektiva upplevelser av vad som påverkat deras karriärval. För att fånga in de externa motivationsfaktorer som påverkar en individs yrkesval, har Bourdieus handlingsteori använts. De begrepp som används i störst utsträckning för att förklara deltagarnas karriärval är ”socialt rum”, ”kapital”, ”habitus” och ”distinktion”. Resultaten visar att tre teman av externa faktorer påverkar studiedeltagarna i hög utsträckning, nämligen: familj och bakgrund, vänner, kurskamrater och kollegor samt status, prestige och pengar. En majoritet av deltagarna kommer från ”priviligerade” familjer med akademisk bakgrund vilket av deltagarna anses ha socialiserat, och i viss utsträckning indoktrinerat, dem till att göra en viss typ av utbildnings- och yrkesval. Deltagarnas vänner, kurskamrater och kollegor har påverkat i den bemärkelsen att de har inspirerat och motiverat deltagarna. De har också utgjort en jämförelsepunkt och för i alla fall en deltagare har det varit viktigt att kunna växa i deras ögon. Status, prestige och pengar anses rent generellt påverka individer i branschen eftersom många anses värdesätta möjligheten att kunna göra vissa val i livet, exempelvis relaterat till bostad och kläder. Uppsatsens diskussionsavsnitt ger slutligen förslag på fortsatt forskning och framför allt lyfts teorier inspirerade av symbolisk interaktionism och/eller nätverksteori samt mer kritiskt orienterade teoribildningar fram. Dessa teorier tros med fördel kunna användas i framtida studier av de drivkrafter som påverkar individer att söka sig till managementkonsultbranschen.

Bakgrund: Managementkonsultbranschen har de senaste 40 åren växt kraftigt och managementkonsultens roll i organisationer tar allt större plats. Det har genererat mycket forskning kring inköp av managementkonsulter, men forskning kring utvärderingens plats i organisationers konsultanvändning är fortfarande bristande. Utvärderingar av komplexa tjänster har tidigare setts som formella processer, men det finns indikationer på att den informella utvärderingen tar mer plats i organisationer än någonsin. Idag är marknader och industrier kompetensbaserade, varpå det bör finnas intresse inom organisationer att ständigt sträva mot förbättrad prestation. Organisationer bör fokusera på kontinuerligt lärande i organisationens alla delar, vilket kanske kan stimuleras av konsultanvändning, genom utvärdering. Syfte: Syftet med studien är att bidra med kunskap om hur organisationer utvärderar managementkonsultens arbete och på vilket sätt utvärderingen bidrar till det organisatoriska lärandet. Metod: Studien baseras på tre fallföretag som använder managementkonsulter i sin dagliga verksamhet. Studien är av kvalitativ karaktär, där data är samlad genom semistrukturerade intervjuer med inköpare och projektledare. Slutsats: Studien påvisar tre typer av utvärdering som inkluderas i organisationers konsultanvändning, den informella utvärderingen, den individuella utvärderingen samt den projektbaserade utvärderingen. Studien är bland de första av sitt slag som konstaterar den informella utvärderingens förekomst i organisationer. Vidare kan det konstateras att utvärderingen direkt kan gynna organisationers lärande, främst då information kodas och sprids i interna nätverk genom individuell utvärdering. Det kan även konstateras att lean har en negativ inverkan på lärandet genom utvärdering, då organisationer som är lean ofta väljer att inte spara utvärderingsrelaterad information. / Background: The use of Management Consultants has increased during the past 40 years and is now more common in organisations. This has resulted in much research regarding the purchasing processes of Management Consultants, but less regarding how organsiations evaluate these services. Evaluation of complex services has previously been categorised as a formal process, but today, there are indications that informal evaluations are more and more common. Moreover, industries today are highly influenced by the possession of knowledge, why organisations should find interest in continuously improved performance. Organisations should therefore focus on general continuous learning, which could be stimulated by evaluations through the use of Management Consultants. Purpose: The purpose of this study is to contribute with knowledge regarding how organisations evaluate the work of management consultants and how the evaluation can contribute to organisational learning. Methodology: This study concerns three cases, three organisations that include management consultants in their daily operations. This is a qualitative study, where data was collected through semi-structured interviews with both procurement managers and project managers. Conclusions: This study argues for three evaluation strategies, included in organisational use of Management Consultants, the informal evaluation, the individual evaluation and the project-based evaluation. The study is among the first to state the presence of informal evaluations in organisations. Moreover, the study argues that evaluations can favour organisational learning, principally when information from individual evaluations are crystalised and spread through organisation’s internal networks. It can be further noted that lean production can influence learning through evaluations on a negative note, since organisations who use lean often choose not to save information related to evaluations.

Begreppet managementkonsult har visat sig vara diffust och vad professionen innebär är svårt att definiera. Det faktum att managementkonsulter i princip säljer ett löfte om vad de ska leverera gör att förmågan att inge förtroende är en viktig egenskap hos en konsult. I denna studie undersöker vi hur den svenska managementkonsultbranschen ser ut och vilken betydelse förmågan att skapa förtroende har. Genom en fallstudie på företaget Reforce har vi kunnat analysera vilken position ett litet managementkonsultföretag, utan ett känt och väletablerat varumärke, kan ha på marknaden samt vilka aspekter som påverkar deras förmåga att inge förtroende. I kartläggningen av den svenska managementkonsultmarknaden framkommer att de företag som agerar på marknaden idag kan delas in i tre huvudsakliga kategorier; amerikanska, semiamerikanska och svenska företag. Det har visat sig att de olika kategorierna skiljer sig åt bland annat i avseende på vilka primära tjänster de erbjuder och på vilket sätt de arbetar. Managementkonsultbranschen är kunskapsintensiv och något som därför har uppmärksammats i denna studie är att företagen inte endast konkurrerar om kunder utan också om bra personal. Fallföretaget Reforce kallar sig själva för affärsstrateger och säger sig vara en blandning av managementkonsulter, säljkonsulter och investerare. De arbetar efter en specifik metod och hjälper sina klienter genom att ta fram strategier som de sedan operativt är med och förverkligar. Resultatet av fallstudien visar att det inte går att placera in Reforce i någon av de huvudsakliga aktörskategorierna på den svenska managementkonsultmarknaden. Detta tyder på att företaget har en unik position på marknaden i förhållande till övriga aktörer. Studien tyder även på att de utmaningar som ett mindre managementkonsultföretag står inför, både ur ett positionerings- och ett förtroendeperspektiv, beror av företagets specifika egenskaper och förutsättningar. Resultatet visar att det i dagsläget tycks finnas utrymme på marknaden för en aktör som inte går i fotspåren av de dominerande globala aktörerna. Vilket pris ett managementkonsultföretag tar för sina tjänster har visat sig vara av mindre betydelse i den förtroendegivande processen, medan konsulternas förmåga att utstråla engagemang, trygghet och erfarenhet är av stor vikt. En av de största utmaningarna för en aktör som tänker annorlunda, tycks vara att överbrygga och förändra gamla värderingar. I arbetet har Reforce endast studerats ur ett internt perspektiv och en intressant framtida utveckling av studien skulle därför kunna vara att utreda hur företagets kunder ser på Reforce och deras förmåga att inge förtroende. / There is no general definition of management consulting or what such consultants do. It is hard to measure the results that they deliver and one may say that they sell promises about future results. To be trustworthy is therefore one of the most important qualities for a management consultant to possess. The purpose of this study is to take a deeper look into the Swedish management consulting industry and to investigate the importance of trust. To be able to further discuss how small companies, without a well-established brand, can be positioned at the market and how they work with the creation of trust; a case study is performed at the Swedish company Reforce. The investigation of the Swedish management consulting industry shows that companies that are operating on this market, can be divided into three main categories; American, Semi-American and Swedish companies. These different categories differ in respect to, inter alia, what they offer and their method of work. Management consulting is a knowledge intensive industry, which makes the companies that operate on the market compete with each other, not only to win clients, but also to get the most talented consultants. Reforce uses the term business strategists to describe themselves. They say that they are a mix of management consultants, sales consultants and investors and have developed a specific methodology, which they use in all of their projects. They assist their clients to reposition themselves on their markets and are also operatively involved in the implementation process. Through interviews and observations it can be concluded that it is not possible to place Reforce in any of the main categories on the Swedish management consulting market. This suggests that Reforce might have a unique position relative to the other companies on the market. The challenges for small management consulting companies depend on its characteristics and the environment in which they operate. This study shows that there is room for new companies on the market, even though they do not think and act like the dominating, global companies. It has been shown that the price of the service is of minor importance when building trust. The consultant’s ability to show devotion, be confident and experienced is, on the other hand, of great importance. The main challenge for a company that differs from their competitors seems to be to overcome their clients’ conservative thoughts. This study investigates Reforce from an internal perspective and an interesting development would be to interview the company’s clients to find out how they experience Reforce ability to inspire confidence.