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.