Management consulting is the system of assisting businesses to enhance their performance. Companies may draw upon the aids of management specialists for several reasons, including obtaining outside advice and admittance to the consultants' specific expertise. As a result of their exposure to, and associations with diverse industries, consulting firms are typically conscious of the business's most beneficial applications. Nevertheless, the particular nature of circumstances under consideration may restrict the capability to convey such applications from one group to another.

Consultancies may also present organizational development management support, expansion of coaching talents, process review, technology implementation, policy improvement, or operational enhancement services. Management consultants often bring their own established methodologies or structures to manage the cataloging of difficulties and to work as the foundation for advice for more effective or practical ways of completing work tasks. The purposes of consulting assistance are generally divided into eight duty sections. Consultants can operate as links for information and experience, and that outside consultant can give these bridging aids more economically than customer firms themselves. Consultants can be involved proactively, without important outside obligation, and reactively, with outside influence.

Proactive Consultant engagement is employed essentially to find buried vulnerable points and better performance, while the reactive consultant engagement is principally aimed at resolving obstacles recognized by outside stakeholders. Consultants have functional skills on assignments that would include great in-house coordination expenses for clients, such as organization-wide modifications or the implementation of information technology. And as patrons discover how to communicate new requirements, good consultants master how to address them.