As members of an under-reported profession, management consultants often labour under two conflicting stereotypes. In the first, they are cast as talented business brains who, called in by a vulnerable or incompetent client, calmly bring the business back to a solid footing. In the second, they are ruthless hucksters who inveigle a hapless company into retaining their costly services indefinitely.

In academic circles, a more measured view prevails. Joseph Bower, a professor at Harvard Business School, says there is a time and a place to use consultants. But the responsibility lies with companies to use them properly.