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Management consulting intervenes in different contexts, contributes to achieving a variety of objectives, focuses on many different themes, and borrows from a number of disciplines (e.g., social psychology, sociology, management). As a function of this diversity, the guidelines that seek to clarify the profession are equally manifold. This study takes account of this by proposing a typology of forms of consulting. It then focuses on one type of consulting, organizational coaching, which is concerned with strategic management and facilitating change. The study systematically outlines the principles underpinning organizational coaching on the basis of a case study. We conclude by highlighting the advantages of, but also the questions raised by, the implementation of organizational coaching.