Solving other People's Problems: An Analysis of the Theory and Praxis of Management Consulting

Suitcases packed, armed with a PowerPoint presentation of matrices and frameworks, and an eloquent vocabulary of “synergies” and “core competencies,” another consultant prepares to deliver million-dollar advice to some of the leading executives of Fortune 500 companies. We all know who they are, but we have no idea what they do. In 2019, over 20% of the graduating MBA class from Harvard university chose to pursue management consulting, a number that has been progressively increasing from years prior. With over 300 million people in the United States, and another 8 billion across the globe, a decision is being made every nano-second. From which stock to buy to which color socks to purchase, to every innovative (and incompetent) decision made, consultants have a hand in it all. While consultants contribute a healthy service in stimulating the economy and keeping big business, in business, there are a multitude of pitfalls that can occur in the profession and have drastic legal and ethical implications. <br/> To further examine this dichotomy of theoretical versus applied consulting, I decided to put my consulting skills to the test. By partnering with the New Venture Group, we delivered consulting services to Marni Anbar, the founder and creator of the DiscoverRoom, a hands-on, self-directed initiative allowing students to explore their curiosity in fields ranging from evolutionary studies to geology and astronomy. In response to the DiscoverRoom’s increasing demand and capacity to grow, New Venture Group consultants engaged with Marni Anbar in an attempt to analyze the important question of “what steps (from a business perspective) should Marni consider to further the DiscoverRoom (in a way that can make it both profitable and continue to serve as a creative space to further child development)?” <br/> This project was a hands-on way to examine the fundamentally complicated relationship that exists between consultants and their clients, and whether or not it was possible for college students to advise an initiative to remove the disparities that exist in STEM education in one of the worst-rated states for public school education in the country. By applying the research and findings uncovered when analyzing the theory of management consulting to this real life engagement, several parallels were discovered. As in the case of many consultants, our solution was never implemented due to external factors, which further creates a gap in allowing us to analyze whether or not our proposed solutions contained any value or not. As seen in our case, consultants often fall victim to not having their solution implemented due to a variety of external environmental trends and factors. This “incomplete” understanding of the picture further creates an aura of skepticism behind consultants and the work they do.