MANAGEMENT,
CONSULTANCY, AND POLICY
INT RODUCTION
Within a municipality the problems are difficult to solve because they are VUCA:
- Volatile: the environment is unpredictable
- Uncertain: there are quick decisions that have to be made with little certainty
- Complex: dynamic and interdependent environment
- Ambiguous: often decisions are made outside of your field of expertise
Policy advice is the translating of policy analysis into applied information that helps make and
implement policy choices. However, it should be acknowledged that the policy advisor is biased
and thus that it is a normative process.
LEC TURE 2: BANKG RO UND, WH Y AND ROLE S
IMPORTANT: Change and public value
HISTORY MA NA GEME NT CONS ULT A NCY VA LUE OF CONSU LT A NTS ( 4ES)
It started in the late 19th century with - Expertise
engineering as there was a knowledge gab - Externality: best-practice examples
between different engineering problems. This - Extension: you are short of staff
was followed by the rise of scientific - Endorsement: people don’t like change
management (Taylorism). The first concrete so you will have to sell it
examples of consultancy started with cost So management consultants bring value to
accounting in the early 20th century, which was organizations through the application of
usually based on external advice. But later in knowledge to improve business performance,
the 20th century it became more prominent by giving objective advice and/or the
due to the increase in privatization. implementation of business solutions.
CHA NGE WHAT IS GOOD/ BAD GOVE RNA NCE
Consultants provide the tools and the advice 1. Weber: classic bureaucracy
for change. There are two forms of change: 2. New Public Management
- Pro-active change: helping with Focus on efficiency by running the
planned change. government like a company (small
government). So, public services had to
be customer oriented, outsourced,
downsized and specialized → let to the
removal of public safety nets.
3. Public value management/network
governance
Focus on the legitimate solutions (not
efficiency), by collaborating with other
stakeholders to find solutions
- Re-active change: dealing with (acknowledges interrelatedness). The
emergent change. goal is the great public value through
collective sensemaking.
➔ Public value is more than the sum of
individual preferences, it is build
collectively through collaboration.
, When the interpretation of good governance D IFFERE NT TYPES OF CONSU LTA NTS
shifts, management consultants come in. This
1. Doctor: something is ‘sick’/wrong. The
has several reasons:
consultant comes in, finds the problem,
- It creates a competitive advantage
and gives the solution. (Critique:
- There is large internal pressure on
witchdoctors)
existing managers/employees
2. Extra hand: you know the problem and
- The structural power of the industry
what needs to be done, you just need
- For change one needs freshness, as the
someone who does it.
status quo would otherwise be
- When it needs to be done immediately
maintained.
- When there are no normal fit candidates
- When more staff is needed
These paradigm shifts are also changes, for
3. Knowledge: you need specific
this you need both the process and the people.
knowledge /expertise in terms of skill or
Because on one hand you need to facilitate the
information.
interactions between people, but you also
4. Collaboration: let’s find out together
need to build and maintain relationships to
what we have to do OR focus on the
achieve sustainable change.
processes and being their stick behind
Process People the door.
Power through Power through Furthermore, you have internal and external
position relationships consultants:
Mission and vision Shared purpose - Internal consultants are members of the
organization. They have greater levels of
Making sense Making sense access and influence and are often involved
through logic through emotions in the implementation of the solution.
- External consultants are employed for
Leadership driven People connectivity fixed periods, this allows them to gain
innovation expertise/ experience and different
methods that they can apply in different
Traditional based on Open approaches
organizations.
experience
Transactional Relationships
Getting things done Capability
T HE P ROB LEMS IN M ANAGEME NT
CONSU LT A NCY
Problem 1: the hype cycle
Problem 2: the clients do not develop when
using management consultants, so they
become infantilized.
CONSULTANCY, AND POLICY
INT RODUCTION
Within a municipality the problems are difficult to solve because they are VUCA:
- Volatile: the environment is unpredictable
- Uncertain: there are quick decisions that have to be made with little certainty
- Complex: dynamic and interdependent environment
- Ambiguous: often decisions are made outside of your field of expertise
Policy advice is the translating of policy analysis into applied information that helps make and
implement policy choices. However, it should be acknowledged that the policy advisor is biased
and thus that it is a normative process.
LEC TURE 2: BANKG RO UND, WH Y AND ROLE S
IMPORTANT: Change and public value
HISTORY MA NA GEME NT CONS ULT A NCY VA LUE OF CONSU LT A NTS ( 4ES)
It started in the late 19th century with - Expertise
engineering as there was a knowledge gab - Externality: best-practice examples
between different engineering problems. This - Extension: you are short of staff
was followed by the rise of scientific - Endorsement: people don’t like change
management (Taylorism). The first concrete so you will have to sell it
examples of consultancy started with cost So management consultants bring value to
accounting in the early 20th century, which was organizations through the application of
usually based on external advice. But later in knowledge to improve business performance,
the 20th century it became more prominent by giving objective advice and/or the
due to the increase in privatization. implementation of business solutions.
CHA NGE WHAT IS GOOD/ BAD GOVE RNA NCE
Consultants provide the tools and the advice 1. Weber: classic bureaucracy
for change. There are two forms of change: 2. New Public Management
- Pro-active change: helping with Focus on efficiency by running the
planned change. government like a company (small
government). So, public services had to
be customer oriented, outsourced,
downsized and specialized → let to the
removal of public safety nets.
3. Public value management/network
governance
Focus on the legitimate solutions (not
efficiency), by collaborating with other
stakeholders to find solutions
- Re-active change: dealing with (acknowledges interrelatedness). The
emergent change. goal is the great public value through
collective sensemaking.
➔ Public value is more than the sum of
individual preferences, it is build
collectively through collaboration.
, When the interpretation of good governance D IFFERE NT TYPES OF CONSU LTA NTS
shifts, management consultants come in. This
1. Doctor: something is ‘sick’/wrong. The
has several reasons:
consultant comes in, finds the problem,
- It creates a competitive advantage
and gives the solution. (Critique:
- There is large internal pressure on
witchdoctors)
existing managers/employees
2. Extra hand: you know the problem and
- The structural power of the industry
what needs to be done, you just need
- For change one needs freshness, as the
someone who does it.
status quo would otherwise be
- When it needs to be done immediately
maintained.
- When there are no normal fit candidates
- When more staff is needed
These paradigm shifts are also changes, for
3. Knowledge: you need specific
this you need both the process and the people.
knowledge /expertise in terms of skill or
Because on one hand you need to facilitate the
information.
interactions between people, but you also
4. Collaboration: let’s find out together
need to build and maintain relationships to
what we have to do OR focus on the
achieve sustainable change.
processes and being their stick behind
Process People the door.
Power through Power through Furthermore, you have internal and external
position relationships consultants:
Mission and vision Shared purpose - Internal consultants are members of the
organization. They have greater levels of
Making sense Making sense access and influence and are often involved
through logic through emotions in the implementation of the solution.
- External consultants are employed for
Leadership driven People connectivity fixed periods, this allows them to gain
innovation expertise/ experience and different
methods that they can apply in different
Traditional based on Open approaches
organizations.
experience
Transactional Relationships
Getting things done Capability
T HE P ROB LEMS IN M ANAGEME NT
CONSU LT A NCY
Problem 1: the hype cycle
Problem 2: the clients do not develop when
using management consultants, so they
become infantilized.
