The advice of management consultancies on urban policy is particularly influential in moments of crisis involving entrepreneurial principles. As global experts, management consultants appear as appropriate assistants for steering growth-oriented, competitive urban development. In order to show how consultants turn the urban into an entrepreneurial project to be managed, I discuss the literature on urban policy and consultants then examine the activities of private management consultancies in six German cities. Empirically, I first explore the specificities of urban policy advice given by globally operating consultancies (their methodological approach and the projectisation of the urban; global networks and comparative–competitive thinking; fast databases; reputation; externality). Second, I critically reflect on how the consultants’ advice is fundamentally reshaped by local actors in the process of policy making (through participation, appropriation, slowdown and politicisation). The paper thus critically evaluates the rise of expertise–policy relations and calls attention to mechanisms for patching the fractures of the entrepreneurial city.
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