Abstract
Abstract This paper examines the use of management consultants in the German Ministry of Defence in 1981 and 1982. After an affair concerning the procurement of the Tornado fighter aircraft, the Minister of Defence, Hans Apel, hired a team from the consulting firm McKinsey to develop a new organisational concept. This paper examines the special features of the German procurement and defence administration as well as the reasons for the failure of projects of administrative innovation. Focus is placed on the role of management consultants in the implementation of organisational innovations and their relationship to the actors within the ministerial administration.
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