Combining management consultancy and research

Many academics undertake consultancy alongside their teaching, research and administrative duties. This is condoned and, indeed, encouraged by most Universities despite being seen by many academics as an undesirable diversion of time, energy and interest from University duties. The large fees that can be involved ensure that the subject arouses more heat than light. The case for allowing such activities hinges on the synergy that can be obtained between consultancy activities and both research and teaching. An additional argument is that the opportunity to enhance salary widens the appeal of academic posts. It is not the purpose of this paper to rehearse the arguments for and against academics engaging in consultancy. It will, however, address the practical aspects of one of the key legs of the argument, namely that there is synergy to be obtained between consultancy and academic activities.