The Advice Business: Essential Tools and Models for Management Consulting : 9780130303738

The Advice Business: Essential Tools and Models for Management Consulting

Published by
Pearson Higher Ed USA
Available on demand
Title type

For courses in Consulting.

The Advice Business introduces readers to the art, the practice, and the problems that consultants face. The book sheds light on the complex roles that consultants and consulting firms play in enhancing the effectiveness of their clients.

Table of contents
  • 1. The Advice Business: The Industry of Consulting, by Charles Fombrun & Daniel Oriesek.
  • 2. The Anatomy of a Consulting Firm, by David Maister, Maister & Assoc.
  • 3. Thought Leadership: Making Sense of What Consultants Do, by Carol Ballock.
  • 4. Innovation: The Growth Engine of Consulting, by Robert L. Laud.
  • 5. The Future of Management Consulting, by Douglas M. McCracken.
  • 6. The Consultant's Toolkit, by Charles J. Fombrun.
  • 7. Thinking Like a Consultant, by Charles J. Fombrun and Mark D. Nevins.
  • 8. From Insight to Impact: Communicating to Influence, by Mark D. Nevins.
  • 9. Developing Proposals, by John C. Scott.
  • 10. Managing Projects, by Charles A. Nichols, III.
  • 11. Gathering Data and Diagnosing Situations, by Toby J. Tetenbaum and Ron Carucci.
  • 12. Interventions: Getting the Client to Change, by Ron Carucci and Toby J. Tetenbaum.
  • 13. Facilitating Change: Implementing a Results Orientation, by Robert A. Neiman.
  • 14. Delivering Effective Presentations, by Robert D. Lilien and A. Cowpland Harris.
  • 15. Bringing Discipline to Strategy, by Kevin P. Coyne and Somu Subramaniam.
  • 16. Strategic Sourcing, by Timothy M. Laseter.
  • 17. Large-Scale Change in the Strategic Enterprise, by Elise Walton and Peter Thies.
  • 18. Aligning Business and Technology Strategy, by Charles Durrant and Deborah Baxley.
  • 19. Consultant/Client Partnerships, by Craig Hart, Gloria Moon, and Soam Goel.
  • 20. Handling Financial Risk: An Application to the Oil and Gas Industry, by José E. Molina and Pedro Masetto.
  • 21. Reputation Consulting, by Charles J. Fombrun and Scott D. Meyer.
  • 22. Quickly, Into the Breach: Building a Venture Consulting Firm, by Mikelle A. Calhoun, Charles J. Fombrun, and Robert L. Laud.
  • 23. The Consultant's Role, by David H. Maister.
  • 24. Strong Ethics: The Cornerstone of Professionalism in Consulting, by Daniel R. Idzik and Mark D. Nevins.
  • 25. So You Want to Be a Consultant?, by Mark D. Nevins and Kristina Alterson.
  • 26. Consultancy Marketing: Developing the Right Mindset, by Deon Binneman.
  • 27. Interviewing with Consulting Firms, by Charles J. Fombrun and Daniel Oriesek.
  • 28. Testimonials from Consultants, by Daniel Oriesek and Charles J. Fombrun.
  • Bibliography.
  • Index.
Features & benefits
  • Contributions of both academics and practitioners to this emerging field.
  • Literatures of strategy, organisation, and change are relied on to frame discussions and analyse problems.
  • Original case descriptions based on real consulting assignments.
  • Career advice.
Author biography

Charles J. Fombrun is Executive Director of the Reputation Institute and Professor Emeritus of Management at the Stern School of Business of New York University. Before discovering the social sciences, he earned a B.S. in Physics from Queen's University (Canada) and did his early research on magnetic levitation. Tired of staring at oscilloscopes in lonely labs, he turned first to mathematical economics before edging closer to the social sciences at the University of California (Berkeley) and then at Columbia University where he completed a Ph.D. in organizational theory in 1980. He was the youngest professor at the Wharton School (University of Pennsylvania) when he taught there from 1979 to 1984.

Dr. Fombrun is the author of Strategic Human Resource Management (1984), Turning Points: Creating Strategic Change in Corporations (1992), and the best-seller Reputation: Realizing Value from the Corporate Image (1996). He has published over 100 articles in leading research and professional journals, where he writes principally about how companies build and sustain valuable reputations, and how they should manage their resources strategically.

Mark David Nevins is the President of Nevins Consulting; he is an organizational advisor and coach, and consults in the areas of organizational design and development, curriculum creation, leadership and management development, change management, and sales and client-facing effectiveness.

Prior to starting his own firm, Dr. Nevins was Global Vice President of Human Resources and Organizational Development for Korn/Ferry International, the world's leading retained executive search firm, where he drove organizational and cultural change to help the firm migrate from a private sales-focused partnership to a publicly held professional services firm. Previously, he was for many years the head of professional development and training worldwide for Booz Allen Hamilton, one of the world's leading strategy and management consulting firms, where he had responsibility for all of the firm's formal and informal training and development programs for all levels of professional staff, and was one of the drivers of the firm's HR strategy and people programs as well as primary architect of the Booz Allen Curriculum.

Dr. Nevins has consulted with large and small organizations, both public and private, for more than 15 years; he has studied leadership, management, and organizational development extensively, with a special focus in professional services firms. He is a moderator for The Aspen Institute's Executive Seminar on Values-Based Leadership., and regularly guest lectures on major business school campuses.