This book traces the emergence and development of the relationship
between management consultancies and the British state. It seeks to
answer three questions: why were management consultants brought
into the machinery of the state; how has state power been impacted
by bringing profit-seeking actors into the machinery of the state;
and how has the nature of management consultancy changed over time?
The book demonstrates the role consultants played in major
developments in the postwar period. Specific case studies
interrogate how consultancies influenced the policy fields of
health service reform and social security benefits. This book will
redefine debates amongst business historians and historians of the
postwar British state about the nature of management consultancy
and public sector reform.
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