The book proposes two perspectives for interpreting management consulting: the defining perspective (conceptual delimitation) and the synchronic perspective (consulting models), emphasizing that the latter when compared to the diachronic interpretation (consulting process), better enables identification of the explanatory variables of the cognitive dynamics characterizing the consulting relationship. The interpretative framework developed in section VI aims at examining the cognitive pathways through which the potential of entrepreneurial knowledge creation of management consulting interventions can be expressed. It highlights the fact that in advanced consultancy contexts this potential lies in the possibility that it can generate not only explicit knowledge but also (even, mainly) new tacit entrepreneurial knowledge, such as new interpretative skills and new experience-based diagnostic capabilities. The value of this knowledge for both the client and consultant goes far beyond the solution of the specific problem for which the consultant was engaged.