employee
This article examines the paradigm shift in organizational change facilitated by digital technologies, transitioning from episodic, discrete initiatives to a continuous and endless process of reinventing business-model (including core practices, operational processes, strategic orientations, corporate culture, and organizational mindset) and digital transformation (DT) of companies. As organizations navigate DT and develop new customer engagement models, they increasingly require specialized expertise, often attained through sustained professional support from management consulting (MC) partners via a continuous accompaniment model. This study highlights the corresponding transformation of the MC discipline itself from a traditional project-based service to an ongoing, embedded function and presents definition of new roles of management consultants within DT contexts. A comparative analysis is presented, contrasting classical MC methodologies with the continuous support framework, underscoring both theoretical and practical implications for contemporary organizational development.
digital transformation, management consulting, Deming cycle, continuous change
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