科尔尼公司简介及咨询顾问职业生涯发展.ppt

“Strategic management consulting the A.T. Kearney perspective”,Warsaw, May 28, 2001,Wysza Szkoa Przedsibiorczoci i Zarzdzania im. Leona Komiskiego w Warszawie,Presentation,an EDS company,Agenda,Overview of management consulting A.T. Kearney as a strategic management consulting firm Consultants role in A.T. Kearney The future of management consulting,Overview of management consulting,Today, one is confronted with a variety of consultants . . . .,Tax “consultants” Hair “consultants” Image “consultants” Color “consultants” Catering “consultants”,What then, is “management consulting?,Overview of management consulting,One definition . . . .,Management consulting = assisting management in facilitating change to gain and sustain competitive advantage,Overview of management consulting,Companies engage management consultants for several reasons some good, some not so good,Some reasons why companies hire consultants The company does not have the necessary skills internally - Good reason The company has never confronted this situation before - Good reason Management needs fresh ideas and a new perspective - Good reason Management wants the consultant to confirm its ideas - Not-so-good reason Everyone in the company is too busy - Not-so-good reason Management needs a “tie breaker” - Not-so-good reason,Overview of management consulting,Why does management consulting seem to be growing in importance?,The nature of business is changing so rapidly that companies Cannot provide for every eventuality in the organizational structure Find it difficult to maintain permanent staff functions Companies need “tailored” solutions to remain competitive in an increasingly global marketplace The high cost of what management consulting provides can only be justified by companies on an outsourced, as needed basis,Overview of management consulting,Why does there continue to be a demand for management consulting?,Most companies do not know how to Analyze themselves” in an objective way when business situations change significantly Operate in a temporary, project mode Unfortunately, most business schools do not Prepare managers for “exceptions” in business situations Teach real project management,Overview of management consulting,Information technology,Operations,Strategy,System strategy creation Information systems market analysis Selecting appropriate IT solutions Inplementation of selected IT solutions,Process optimalization Change management Business process reengineering Strategic sourcing Supply chain management Service level improvement Benchmarking Organization restructuring,Corporate strategy Strategic business units e-business strategy Production strategy Distribution strategy Market entry strategy Restructuring,The major global management consulting firms concentrate in three areas of consulting; A.T. Kearney, together with EDS, cover the whole spectrum,McKinsey,Monitor, BCG, Bain,Booz Allen,Accenture,CSC Index,IBM Consulting,“Big Five” firms,Overview of management consulting,Consulting Industry Market Size and Growth Rates,Market Size ($ B),Per Annum Growth Rate (%),Source: The Global Consulting Marketplace: Key Data, Forecasts & Trends 2000 Edition, Kennedy Information Research Group. Chart pertains to the market for consulting firms independent of hardware/software organizations,IT projects to represent over 50 percent of the market,The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.,Overview of management consulting,The consulting services in Poland emerged after the transformation in 1989 with privatization; other segments of the market developed later,Development of the consulting market in Poland,Privatization consulting,Audit and legal services,IT consulting,High value added consulting,Start of the economic transformation,Overview of management consulting,The development stages in Poland were significantly different than in Western Europe,Source : A.T. Kearney,1998 - 2000,1994 - 1997,1990 - 1993,External trends,Start of economic transformation Privatization of state own enterprises,Fast growth of the economy Development of the free market institutions (e.g. stock exchange) Acquisitions by foreign investors,Consolidation of the economy Increased competitive preasure Acquisitions and post merger integrations Big ticket privatizations,Consultants value proposition,Privatization Financial valuation,Privatization/Due Dilligence IT consulting Restructuring,Efficiency improvement Reorganization/Reengineering Strategy IT consulting,Key players,Small Polish companies Smaller foreign companies specialized in financial / privatization consulting,Big five Specialized Polish companies,Big five A.T. Kearney McKinsey BCG, .,Key factors for success,Relationships Prices,Local knowledge Quality standards,Value added Global network Relationship,Major client group,State administration Largest Polish state-owned enterprises,Foreign investors,Foreign investors Largest Polish, privately owned corporations,Overview of management consulting,The consulting market in Poland is still significantly different than in other countries,Differences,Drivers,Low sophistication of the market. Many potential clients do not recognize the need for consulting services Brand names of global players not known Consulting fees relatively higher in relation to personal costs Two groups of clients: International companies entering Poland Largest Polish companies of which many are state owned Local shortage of consulting and industry knowledge and experience,Market dominated by financial and tax advisory Local consultancies enjoy important market position in Poland Different product offerings and selling strategies for domestic and for international clients Need to transfer knowledge and experience from developed markets,Overview of management consulting,Consulting market in Poland is still dominated by financial and tax advisory services,Percentage of companies using different consulting services,Source : BOSS-Gospodarka,Financial and tax advisory,Quality management,Business strategy,Human resources,Public relations,Other,Do not use consulting services,Overview of management consulting,In parallel to world-wide brands, local consultancies enjoy important market position in Poland,Polish subsidiaries of global consultancies,Dominant strategies: Focus on long-term relationship with client Focus on several key products / industries Key success factors Global network Combination of industry and local knowledge Tangible results Targeted client segment International companies Largest Polish corporations from strategic industries Products Value added projects,Dominant strategies Niche players Specialization in one product / industry Key success factors Price Personal relationships Targeted client segment Small and medium enterprises State and local governments Products Off-the-shelf reports Company valuations Issuing prospectuses Feasibility studies,Local companies,Overview of management consulting,Clients can be split into two groups having different expectations regarding consulting services,International clients,Local clients,Products Market entry strategies Distribution strategies Post merger integration of acquired local companies Efficiency improvement in acquired companies Projects sold mostly outside Poland (at the HQ level) Co-operation characteristics Used to work with consultants Used to consulting fees Expect involvement of own staff Value added driven,Products Strategy development Marketing strategies Restructuring Cost reduction IT systems Projects sold in Poland Co-operation characteristics Used to work with consultants Used to consulting fees Expect consultants to do “everything” Price driven,Overview of management consulting,Global high-value-added consulting companies will have an advantage over local consulting companies because global companies - Can leverage worldwide intellectual capital and experience - Still have necessary local capabilities,Global capabilities and support,On-line access to intellectual capital, data bases, benchmarks,Training and global project experience for local consultants,Overview of management consulting,A.T. Kearney as a strategic management consulting firm,Founded in 1926 International scope 65 offices in 34 countries Over 3000 consultants Since 1996, A.T. Kearney is the second largest strategic management consulting firm in the world Over 3000 projects engagements per year 1,4 bln USD turnover in 2001 Since 1995, A.T. Kearney is part of EDS, the international leader in technology information 80% of work for repeat clients Average consultant work experience: 17 years,Tokyo,Chicago,New York,Madrid,London,Dsseldorf,Milan,Amsterdam,Brussels,Munich,Stuttgart,Beijing,Singapore,Stockholm,Oslo,Copenhagen,Hong Kong,Sao Paulo,Melbourne,Sydney,Berlin,Toronto,Boston,Cleveland,Washington,Paris,A.T. Kearney is one of the leading high-value-added strategic management consulting firms in the world,Warsaw,Prague,A.T. Kearney as a strategic management consulting firm,A.T. Kearney is one of the few high-value-added management consulting firms which possesses the full range of consulting services,Complete set of consulting skills,A.T. Kearney as a strategic management consulting firm,Core competencies,Sample of Recent Clients,Representative Annual Results Achieved,Ameritech Anglian BT Carrefour Casino Euro Disney Galeries Lafayette General Motors House of Fraser Johnson & Johnson Keebler Kellogg Metro Monoprix Nabisco Nomura PepsiCo Promodes Prudential Quelle Sears Shell Sprint Unilever Wal-mart,“A.T. Kearney has helped enormously to address our key issues We have planned and implemented cost reduction programs that will return over half a billion dollars” Fred Smith, CEO, Federal Express,“in sharpest contrast A.T. Kearney consultants helped engineer one of the most stunning corporate turnarounds in recent memory” (Excerpt about Sears success working with A.T. Kearney, review of Dangerous Company in Fortune, August 18, 1997),“The Kearney work has made us radically re-think our approach to the business. We wouldnt have done that otherwise” Marks & Spencer Supplier,“A.T. Kearney is really the father of our global purchasing system.” “They are our achievement consultants” Jack Smith, CEO, GM,“We wanted consultants who wouldnt just give us advice and walk away” John Rose, CEO, Rolls-Royce,A.T. Kearney is committed to delivering tangible and measurable “bottom-line” results for our clients,A.T. Kearney as a strategic management consulting firm,Source: Louis Harris Survey, 1998,A.T. Kearney is the global leader in client satisfaction,A.T. Kearney as a strategic management consulting firm,A.T. Kearney is a leader in the field of Integrated Supply Chain Management,Delivered keynote address at the 1999 NRF annual conference on and leadership practices in driving success through consumer-focused supply chains Co-sponsored Asia LOGICON conference for senior logistics professionals (1999) Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific region Presented research findings on issues, bottlenecks and IT-related concerns of the Asian supply chain Featured presenter for the Council of Logistics Management: “Why Effective Partnerships Require a Clear Supply Chain Strategy” Delivered keynote address at 1999 Strategic Electronic Commerce Conference, an EDS-sponsored conference Featured speaker at AsiaPorts 1998 conference - “How Shifting Global Sourcing Patterns Are Impacting Port Operations” Hosted CEO Forum on “Challenges in the Digital Future in the 21st Century”, with topics including digital supply chain opportunities and digital demand management Sponsoring future supply chain industry seminars: “Global Excellence in Operations“ with Fortune (2000) “2000 Supply Chain Management Conference” (2000) A.T.Kearney/European Logistics Association: “Insight to Impact. Results of the Fourth Quinquennial European Logistics Study 1999“ White papers and research studies A.T. Kearney has been cited in several articles on supply chain management Leadership Past President of Council of Logistics Management Past President of Canadian Association of Logistics Management,Seminars, Research and Leadership,A.T. Kearney as a strategic management consulting firm,A.T. Kearney facilitates new thinking on the future of the Retail/Consumer Products industry through several forums,Thought Leadership,Lead the EDS/GMA Future Forces Roundtable, held annually Bring together the CEOs and Presidents of the leading grocery manufacturers and retailers Facilitate discussions on future of technology and science Help to bring together new breakthrough thinking e.g. UCCNet was formed based on the actions set out in the 1998 Future Forces meeting. A.T. Kearney is active with the World Economic Forum on several levels A.T. Kearney leads the Food and Beverage Governors Meetings in Davos Switzerland as part of the World Economic Forums annual meeting Publishes annual white papers on advanced topics of interest to food and beverage executives as part of the World Economic Forum proceedings A.T. Kearney participates with Grocery Manufacturers of America on several fronts Facilitate Top-to-Top meetings at the annual Greenbrier CEO Conference (1999, 2001) Master of Ceremonies at the annual Information Systems, Logistics and Distribution conference (1997, 2001) Facilitate key issues forums with executive members (Presidents meeting (2000), Board of Directors (1999,2000),World Economic Forum,A.T. Kearney as a strategic management consulting firm,Assessed Delphi Automotive in implementing a “value capture” program for all modules of SAP/R3, for 50 sites throughout Europe, identifying over $28MM in incremental savings Aligned business and IT strategies with core processes, and leveraged existing ERP investments to derive additional business value; Leveraged IT assets by establishing IT shared services capabilities Developed a comprehensive E-Business “landscape” and competitive strategy, then assessed and realigned ERP priorities to support global purchase order management and supply-chain strategies Assisted HP in conducting an SAP post-implementation audit, recapturing over $19MM in net savings Identified over $250MM in unrealized business benefits in operations optimization, fleet productivity, staff reduction and sourcing as a result of their SAP implementation Pre-merger assessment including the ERP integration of two global multi-billion dollar organizations and creation of financial and HR shared services organizations; identified $52MM in IT run-rate reductions Restructured and consolidated IT organization to improve efficiency and effectiveness Assisted with functional and operational requirements analysis, ERP program management, global ERP consolidation, and ERP global template design and integration Assisted with global restructuring and consolidation of IT organizations and systems, to improve operational efficiency and effectiveness Reinvented IT organization, processes, and infrastructure as part of post-merger integration with Bank of America Aligned and streamlined business and IT processes and systems; developed an IT architecture “blueprint” for all enterprise applications Restructured business and IT processes for better alignment, and assisted in outsourcing certain IT functions to modernize the IT infrastructure; developed the IT blueprint to leverage ERP systems,In addition to a market leading reputation in supply chain, A.T. Kearney has also delivered significant IT enabled transformation initiatives,A.T. Kearney as a strategic management consulting firm,A.T. Kearney is the recognized European leader in several industries,Major clients per practice,Deutsche Bank BNL Barclays Societe Generale AXA,Financial inst.,Rohm&Haas Arjo Wiggins BASF Pechiney BP/Amoco,Chemicals/O&G,FIAT Group VW GM Europe Daimler Chrysler Renault,Automotive,France Telecom Siemens Deutsche Telekom Lucent Philips,Comm/hi-tech,VEBA/VIAG Drewag Mainova ENEL ENBW/Neckar,Utilities,Carrefour Marks &Spencer Galerie Lafayette Unilever Auchan,Consumer/retail,Rolls Royce plc.,Aerospace,Gambro Quintiles Merck Henkel,Pharma/health,SAir Group Air France Lufthansa KLM Deutsche Bahn,Transportation,A.T. Kearney as a strategic management consulting firm,A.T. Kearney has wide experience in many industry sectors in Poland,A.T. Kearney as a strategic management consulting firm,Automotive Energy Chemical Banking Insurance Telecommunications Logistics and distribution Publishing Steel,Fast-moving consumer goods Retirement funds Food Mining Shipbuilding Capital markets Media Real estate Government institutions,Examples of projects realized by A.T. Kearney in Poland,Number one Polish publisher,Leading shipping company,Major Scandinavian bank,Leading automotive components manufacturer,Strategy MIS Organisational structure,Governmental assistance programme development,Market entry strategy,SAP implementation,Publishing,Transportation,Financial Institutions,Automotive,Industry,Client,Project,Mobile telephony provider,Operations improvement Business market diagnostics Loyalty program,Telecom,Alternative fixed line telephony provider,Business planning for regional markets Project management,Telecom,A.T. Kearney as a strategic management consulting firm,Consultants role in A.T. Kearney,Becoming a good management consultant requires time, experience and certain key skills,Business education,Business experience,Management background,Technical background,Consulting experience,Written and oral skills,Analytical skills,Creative thinking,Management Consulting Capability,Consultants role in A.T. Kearney,Six key rules* must be followed by every good management consultant,Know what youre doing! Dont act beyond yo