This research explores the effectiveness of management consulting services in organizational development, focusing on the consultant-client relationship, the andragogical approach, and the interactions within this process. The study identifies the challenges faced by organizations, particularly SMEs, and their reluctance to seek external advice, often due to cultural perceptions or the cost of services. The study demonstrates that collaboration and active organizational involvement in the services, combined with an adult-centered learning approach, foster organizational autonomy and the sustainability of solutions. The theoretical framework draws on the models of Schein (consultant-facilitator), Knowles (andragogy), and Wallot (organizational development), emphasizing that the consultants role extends beyond that of an expert to become that of a facilitator who guides the client in learning and adopting the solutions. In Benin, where the consulting sector remains in its infancy, the study reveals that the value of consulting services is not yet fully recognized, but the growing need for organizational performance is driving the development of this practice. The results show that the success of interventions relies on interactions based on trust, communication, and collaboration. Consulting services, when they incorporate an andragogical approach, enable organizations to develop internal skills while strengthening collective performance. The article concludes that the effectiveness of consulting services depends on their ability to establish a sustainable organizational learning process and their contribution to the development of managers and the organization as a whole.
Raymond-Bernard Ahouandjinou (Fri,) studied this question.