The management consultancy critical perspective highlights how consultants' power and influence can uphold existing power dynamics or establish new ones, potentially serving their interests or clients rather than focusing solely on objective improvements. It also questions the assumptions and prejudices ingrained in consultancy, suggesting that advice may mirror broader socio-economic trends rather than offering innovative, situation-specific solutions. Furthermore, it emphasizes the impact on employees, acknowledging that consultancy interventions can significantly influence organizational culture and job security. This perspective resonates with my belief that consultancy often entails intricate implications sometimes disregarded in the more optimistic, efficiency-focused functionalist perspective, which tends to minimize potential drawbacks and dependencies created by external expertise (Newton, 2019)