科尔尼-公司简介及咨询顾问职业生涯发展(1).ppt

“StrategicmanagementconsultingtheA.T.Kearneyperspective”,Warsaw,May28,2001,WyszaSzkoaPrzedsibiorczociiZarzdzaniaim.LeonaKomiskiegowWarszawie,Presentation,anEDScompany,Agenda,OverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultantsroleinA.T.KearneyThefutureofmanagementconsulting,Overviewofmanagementconsulting,Today,oneisconfrontedwithavarietyofconsultants.,Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”,Whatthen,is“managementconsulting?,Overviewofmanagementconsulting,Onedefinition.,Managementconsulting=assistingmanagementinfacilitatingchangetogainandsustaincompetitiveadvantage,Overviewofmanagementconsulting,Companiesengagemanagementconsultantsforseveralreasonssomegood,somenotsogood,SomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally-GoodreasonThecompanyhasneverconfrontedthissituationbefore-GoodreasonManagementneedsfreshideasandanewperspective-GoodreasonManagementwantstheconsultanttoconfirmitsideas-Not-so-goodreasonEveryoneinthecompanyistoobusy-Not-so-goodreasonManagementneedsa“tiebreaker”-Not-so-goodreason,Overviewofmanagementconsulting,Whydoesmanagementconsultingseemtobegrowinginimportance?,ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityintheorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasis,Overviewofmanagementconsulting,Whydoestherecontinuetobeademandformanagementconsulting?,MostcompaniesdonotknowhowtoAnalyzethemselves”inanobjectivewaywhenbusinesssituationschangesignificantlyOperateinatemporary,projectmodeUnfortunately,mostbusinessschoolsdonotPreparemanagersfor“exceptions”inbusinesssituationsTeachrealprojectmanagement,Overviewofmanagementconsulting,Informationtechnology,Operations,Strategy,SystemstrategycreationInformationsystemsmarketanalysisSelectingappropriateITsolutionsInplementationofselectedITsolutions,ProcessoptimalizationChangemanagementBusinessprocessreengineeringStrategicsourcingSupplychainmanagementServicelevelimprovementBenchmarkingOrganizationrestructuring,CorporatestrategyStrategicbusinessunitse-businessstrategyProductionstrategyDistributionstrategyMarketentrystrategyRestructuring,Themajorglobalmanagementconsultingfirmsconcentrateinthreeareasofconsulting;A.T.Kearney,togetherwithEDS,coverthewholespectrum,McKinsey,Monitor,BCG,Bain,BoozAllen,Accenture,CSCIndex,IBMConsulting,“BigFive”firms,Overviewofmanagementconsulting,ConsultingIndustryMarketSizeandGrowthRates,MarketSize($B),PerAnnumGrowthRate(%),Source:TheGlobalConsultingMarketplace:KeyData,Forecastsothersegmentsofthemarketdevelopedlater,DevelopmentoftheconsultingmarketinPoland,Privatizationconsulting,Auditandlegalservices,ITconsulting,Highvalueaddedconsulting,Startoftheeconomictransformation,Overviewofmanagementconsulting,ThedevelopmentstagesinPolandweresignificantlydifferentthaninWesternEurope,Source:A.T.Kearney,1998-2000,1994-1997,1990-1993,Externaltrends,StartofeconomictransformationPrivatizationofstateownenterprises,FastgrowthoftheeconomyDevelopmentofthefreemarketinstitutions(e.g.stockexchange)Acquisitionsbyforeigninvestors,ConsolidationoftheeconomyIncreasedcompetitivepreasureAcquisitionsandpostmergerintegrationsBigticketprivatizations,Consultantsvalueproposition,PrivatizationFinancialvaluation,Privatization/DueDilligenceITconsultingRestructuring,EfficiencyimprovementReorganization/ReengineeringStrategyITconsulting,Keyplayers,SmallPolishcompaniesSmallerforeigncompaniesspecializedinfinancial/privatizationconsulting,BigfiveSpecializedPolishcompanies,BigfiveA.T.KearneyMcKinseyBCG,.,Keyfactorsforsuccess,RelationshipsPrices,LocalknowledgeQualitystandards,ValueaddedGlobalnetworkRelationship,Majorclientgroup,StateadministrationLargestPolishstate-ownedenterprises,Foreigninvestors,ForeigninvestorsLargestPolish,privatelyownedcorporations,Overviewofmanagementconsulting,TheconsultingmarketinPolandisstillsignificantlydifferentthaninothercountries,Differences,Drivers,Lowsophisticationofthemarket.ManypotentialclientsdonotrecognizetheneedforconsultingservicesBrandnamesofglobalplayersnotknownConsultingfeesrelativelyhigherinrelationtopersonalcostsTwogroupsofclients:InternationalcompaniesenteringPolandLargestPolishcompaniesofwhichmanyarestateownedLocalshortageofconsultingandindustryknowledgeandexperience,MarketdominatedbyfinancialandtaxadvisoryLocalconsultanciesenjoyimportantmarketpositioninPolandDifferentproductofferingsandsellingstrategiesfordomesticandforinternationalclientsNeedtotransferknowledgeandexperiencefromdevelopedmarkets,Overviewofmanagementconsulting,ConsultingmarketinPolandisstilldominatedbyfinancialandtaxadvisoryservices,Percentageofcompaniesusingdifferentconsultingservices,Source:BOSS-Gospodarka,Financialandtaxadvisory,Qualitymanagement,Businessstrategy,Humanresources,Publicrelations,Other,Donotuseconsultingservices,Overviewofmanagementconsulting,Inparalleltoworld-widebrands,localconsultanciesenjoyimportantmarketpositioninPoland,Polishsubsidiariesofglobalconsultancies,Dominantstrategies:Focusonlong-termrelationshipwithclientFocusonseveralkeyproducts/industriesKeysuccessfactorsGlobalnetworkCombinationofindustryandlocalknowledgeTangibleresultsTargetedclientsegmentInternationalcompaniesLargestPolishcorporationsfromstrategicindustriesProductsValueaddedprojects,DominantstrategiesNicheplayersSpecializationinoneproduct/industryKeysuccessfactorsPricePersonalrelationshipsTargetedclientsegmentSmallandmediumenterprisesStateandlocalgovernmentsProductsOff-the-shelfreportsCompanyvaluationsIssuingprospectusesFeasibilitystudies,Localcompanies,Overviewofmanagementconsulting,Clientscanbesplitintotwogroupshavingdifferentexpectationsregardingconsultingservices,Internationalclients,Localclients,ProductsMarketentrystrategiesDistributionstrategiesPostmergerintegrationofacquiredlocalcompaniesEfficiencyimprovementinacquiredcompaniesProjectssoldmostlyoutsidePoland(attheHQlevel)Co-operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectinvolvementofownstaffValueaddeddriven,ProductsStrategydevelopmentMarketingstrategiesRestructuringCostreductionITsystemsProjectssoldinPolandCo-operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectconsultantstodo“everything”Pricedriven,Overviewofmanagementconsulting,Globalhigh-value-addedconsultingcompanieswillhaveanadvantageoverlocalconsultingcompaniesbecauseglobalcompanies-Canleverageworldwideintellectualcapitalandexperience-Stillhavenecessarylocalcapabilities,Globalcapabilitiesandsupport,On-lineaccesstointellectualcapital,databases,benchmarks,Trainingandglobalprojectexperienceforlocalconsultants,Overviewofmanagementconsulting,A.T.Kearneyasastrategicmanagementconsultingfirm,Foundedin1926Internationalscope65officesin34countriesOver3000consultantsSince1996,A.T.KearneyisthesecondlargeststrategicmanagementconsultingfirmintheworldOver3000projectsengagementsperyear1,4blnUSDturnoverin2001Since1995,A.T.KearneyispartofEDS,theinternationalleaderintechnologyinformation80%ofworkforrepeatclientsAverageconsultantworkexperience:17years,Tokyo,Chicago,NewYork,Madrid,London,Dsseldorf,Milan,Amsterdam,Brussels,Munich,Stuttgart,Beijing,Singapore,Stockholm,Oslo,Copenhagen,HongKong,SaoPaulo,Melbourne,Sydney,Berlin,Toronto,Boston,Cleveland,Washington,Paris,A.T.Kearneyisoneoftheleadinghigh-value-addedstrategicmanagementconsultingfirmsintheworld,Warsaw,Prague,A.T.Kearneyasastrategicmanagementconsultingfirm,A.T.Kearneyisoneofthefewhigh-value-addedmanagementconsultingfirmswhichpossessesthefullrangeofconsultingservices,Completesetofconsultingskills,A.T.Kearneyasastrategicmanagementconsultingfirm,Corecompetencies,SampleofRecentClients,RepresentativeAnnualResultsAchieved,AmeritechAnglianBTCarrefourCasinoEuroDisneyGaleriesLafayetteGeneralMotorsHouseofFraserJohnsonLeveragedITassetsbyestablishingITsharedservicescapabilitiesDevelopedacomprehensiveE-Business“landscape”andcompetitivestrategy,thenassessedandrealignedERPprioritiestosupportglobalpurchaseordermanagementandsupply-chainstrategiesAssistedHPinconductinganSAPpost-implementationaudit,recapturingover$19MMinnetsavingsIdentifiedover$250MMinunrealizedbusinessbenefitsinoperationsoptimization,fleetproductivity,staffreductionandsourcingasaresultoftheirSAPimplementationPre-mergerassessmentincludingtheERPintegrationoftwoglobalmulti-billiondollarorganizationsandcreationoffinancialandHRsharedservicesorganizations;identified$52MMinITrun-ratereductionsRestructuredandconsolidatedITorganizationtoimproveefficiencyandeffectivenessAssistedwithfunctionalandoperationalrequirementsanalysis,ERPprogrammanagement,globalERPconsolidation,andERPglobaltemplatedesignandintegrationAssistedwithglobalrestructuringandconsolidationofITorganizationsandsystems,toimproveoperationalefficiencyandeffectivenessReinventedITorganization,processes,andinfrastructureaspartofpost-mergerintegrationwithBankofAmericaAlignedandstreamlinedbusinessandITprocessesandsystems;developedanITarchitecture“blueprint”forallenterpriseapplicationsRestructuredbusinessandITprocessesforbetteralignment,andassistedinoutsourcingcertainITfunctionstomodernizetheITinfrastructure;developedtheITblueprinttoleverageERPsystems,Inadditiontoamarketleadingreputationinsupplychain,A.T.KearneyhasalsodeliveredsignificantITenabledtransformationinitiatives,A.T.Kearneyasastrategicmanagementconsultingfirm,A.T.KearneyistherecognizedEuropeanleaderinseveralindustries,Majorclientsperpractice,DeutscheBankBNLBarclaysSocieteGeneraleAXA,Financialinst.,Rohmberewardedwell”ProvideappropriatecompensationsacknowledgesthedemandsofthebusinessBeingrecognizedforoutstandingperformanceProvideinputintocompensationinitiativesSalaryincreasesformid-yearpromotionsServiceincentiveprogramsPrincipalLTIoptions,A.T.Kearneyadherestofourkeypointstohireandretainthebestconsultingtalent,Wealth,Growth,Pride,Teaming,Source:GPTW,ConsultantsroleinA.T.Kearney,Thefutureofmanagementconsulting,TheGlobalConsultingMarketbyMajorRegion,NorthAmerica,WesternEurope,Asia-Pacific,LatinAmerica,RestofWorld,Region,19982003CAGR,MarketSize($B),CAGR(%),NorthAmericaandWesternEuropeareprojectedtobetheleadinggrowthmarkets,Source:TheGlobalConsultingMarketplace:KeyData,ForecastsA.T.Kearneyanalysis,BreakdownofGlobalConsultingMarketSegments(U.S.$Billions),TotalGlobalConsultingMarket(U.S.$Billions),ShareofConsultingMarket:,10%,47%,43%,.but,e-Businesswillbethemaindriveroffuturegrowth,Thefutureofmanagementconsulting,ExpectedGrowthinE-BusinessB2BServices19992002AnnualGrowthRate(%),InternetStrategy/Advice,DigitalValueChain(2),InternetSoftwareandServices,InternetOutsourcing(1),Notes:(1)InternetoutsourcingincludesInternetprojectmanagementandweb-hostingservices(2)Digitalvaluechainincludessupplychain,ERP,integration,CRM,businessintelligenceandASPservicesSources:ForresterResearch,IDC,A.T.Kearneyanalysis,B2BIsEclipsingB2C:ExpectedGrowthinE-Business,Revenue($Billions),HigherbarrierstoentrythanB2CMoresustainablebusinessmodels,TheB2Bmarketappearsmostattractive,Thefutureofmanagementconsulting,Therefore,thenewEconomyrequiresanewpositioningandnewinnovativeclient-servicerelationships,NewEconomyConsultants“,Thefutureofmanagementconsult