Consulting: A Survey on the Role of Consultants in the Formation of Organizational Strategy

Abstract

The formulation of organizational strategy earns prominence as a tool since what is done through repetition and social acceptance is practicing strategy or strategizing. Thus, organizational strategy is a situated activity, socially constructed by individuals’ interacting, connected with the context in which it happens. In this context, Whittington (2006) points out the importance of third consultants or partners in the process of setting up the strategy by restructuring, transferring, or introducing new practices. Given this, this qualitative study aims to analyze the role of the consultant in the formation of organizational strategy, based on studies of strategy as practice. Results show the process of strategy consulting cannot be seen as applying a pre-established methodology, but should help the clients reflect on their practice, so that they, independently, could become able to diagnose and solve their own problems. To this end, the consultant needs to study the experiences of professionals and understand the actions that constitute reality in making strategy for the process of formulating, implementing and communicating. The consultant should develop several strategic activities, organizational contexts legitimized by extra or intra-organizational, for the professionals of the contracting organization to reflect on their practice and adapt while exploiting their diversity.