A multi-stakeholder perspective to improve the efficacy of management consulting practice in the New Zealand public health system

Abstract

The global health sector is increasingly utilizing management consulting services to enhance performance. This study, based on strategy-as-practice perspective, examines the effectiveness of these services. Using a modified Delphi method, we gathered insights from 28 management consultants and 30 health organization managers. Results indicate that management consulting falls short in improving performance and building new capabilities in the health sector. Consulting practice, the way it is delivered, develops distrust, inadequate accountability for outcomes, and discourages cooperation focusing on short-term wins and overlooking meaningful transformations. This study offers recommendations to improve the efficacy of management consulting in the public sector.