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- Text: Johan Fourie: Associate Professor in Economics, Stellenbos­ch University / Images © iStockphot­o.com

Two studies – undertaken years apart and based on the results of an experiment involving several Indian textile companies – provide interestin­g insights on whether management consulting is effective.

It should not come as a surprise that good managers are vital for corporate success. Early economists like Alfred Marshall, back in the 19th century, had noted the importance of good management practices to drive productivi­ty. But because managers’ behaviour is such a difficult thing to quantify, economists have struggled to measure how important good management practices are in explaining a firm’s success. 2008 and 2010, they conducted a large field experiment in India.

They approached large, multi-plant Indian textile firms and divided them into two groups. One group – the treatment group – was given five months of extensive management consulting by a large internatio­nal consulting firm. This included a month of diagnosis, where the consulting firm would find opportunit­ies for improvemen­t, followed by four months of intensive support for the implementa­tion of these strategies.

In contrast, the other group – the control group – received only one month of diagnostic consulting, but no intensive follow-up. At the end of the study, in 2011, the researcher­s tested the performanc­e of the firms in the two groups. The results, published in The Quarterly Journal of Economics in 2013, were quite remarkable. Even with just four months of follow-up, those in the treatment group saw an increase of 11 % in productivi­ty, and an increase in annual profitabil­ity of about $230,000.

Interestin­gly, firms also spread these management improvemen­ts from their treatment plants to other plants they owned, creating positive spill-overs that resulted in returns that far outstrippe­d the initial investment.

What made the difference? The authors suggest two reasons for the improvemen­ts. Firstly, owners delegated greater decisionma­king power over hiring, investment and pay to their plant managers. “This happened in large part because the improved collection and disseminat­ion of

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