Examining the Precursors of the Hard Elements of Change Management for Achieving Operational Excellence: An Analysis of Management Consulting Firms in Lagos State

The objective of this study is to investigate the connections between the hard elements of Change Management and Operational Excellence (OPX) in the field of management consulting, an area that has not received extensive attention. Building upon the McKinsey 7s Model, we formulated hypotheses suggesting causal relationships between the hard elements of change management and operational excellence (OPX). A survey design was employed, and data were gathered through an electronic questionnaire distributed to 95 respondents, with 70 responses obtained from 10 consulting firms. Both descriptive and inferential statistics, utilizing SPSS, were applied, and the Chi-Square test was utilized to assess the three hypotheses. The research identified robust and positive connections between the adoption of technology, organic structure and operational strategy on the attainment of operational excellence. While the results were somewhat ambiguous, they did substantiate the notion that a commitment to change plays a moderating role in the relationship between change management and operational excellence. Decision areas within the consulting strategy framework, such as adopting cutting edge technology, supporting dynamic organic structure, and aligning best spoke strategies emerged as domains where change management could be beneficial. Consequently, these findings carry implications for organisational and change management endeavours within the business consulting sector.