History of Consulting: Part 2 (Question 2/2)
The first management consulting firm was created in 1886 by Arthur
Dehon Little, initially specialising in technical research. However, Little
refused to follow general trends when the emerging sector he had created
began to grow on what he perceived as overly homogeneous standards.
Little wished to address the complex problems companies encountered
with individualised bespoke solutions for each case, and was opposed to
any kind of systematisation when it came to communicating ideas with
clients. He eventually specialised in technical and management
engineering, leveraging Taylor and Babbages' theories of specialisation
and "scientific management". Through these techniques, firms were able
to analyse and optimise each step of their task load and, in doing so,
increased their operational efficiency. They were eagerly accepted by U.S.
factory managers in the early 20th century as they searched desperately
for measures to speed up their workers' performance and efficiency. Other
consultants took fewer risks, by drawing solutions to familiar situations and
transposing ideas from one organisation to the next. In some respects, the
profession grew on the basis of homogeneity as opposed to innovation.
What does the article imply about Arthur Little's approach
to consulting firms?
O It was more difficult and risky than other approaches.
He was more interested in theory than other consulting firms.
His ideas leveraged the expertise of his clients.
He used examples of previously successful cases.
