ACCENTURE：管理咨询经典（英文版）课件

Lecture–ManagementConsulting:AnIntroduction

JürgenZech2022/12/191©AndersenConsulting2000Lecture–ManagementConsultinAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationOurMission:Helpingourclientscreatetheirfuture.ACCENTURE:MISSIONANDVISIONOurVision:

Tobecomeoneoftheworld'sleadingcompanies,bringinginnovationstoimprovethewaytheworldworksandlives.OurMission:HelpingourOneGlobalFirm–Acttoenhancethecollectivevaluesoftheglobalpartnership,whilesustaininglocalculture.Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow.Integrity–Actwithopennessandhonesty.Always.RespectfortheIndividual–Treateachpersonaswewouldliketobetreated.QualityClientService–Understandandmeetclientexpectations100percentofthetime.BestPeople–Arehighlycompetentandmakeacommitmenttoexcellence,teamwork,andthesuccessofourclients.ACCENTURE:COREVALUESOneGlobalFirm–Acttoenhan1989

AndersenConsultingbecomesaseparatebusinessunitfromArthurAndersen$1.6billion21,400employees1991Horizon2000Initiativetodevelopmissionandstrategicplan$2.3billion25,000personnel1993AndersenConsultingissuesitsfirstannualreport$2.9billion27,000employees1997AndersenConsultingcreatesaglobalnetworkofcommunications-focusedsolutioncentersinanefforttosetthestandardforspeedandqualityofperformance$6.6.Billion53,000employees1998$8.3billion65,000employees2000JoeForehandbecomesManagingPartnerandintroducesthe100DayPlanAndersenConsultingwinsarbitrationagainstArthurAndersen01.01.01Accenture,formerlyknownasAndersenConsultingACCENTURE:IMPORTANTMILESTONES19891997ACCENTURE:IMPORTANTACCENTUREGLOBALLYEmployees: over65,000Countries: 48Revenue‘99: 8,9BillionUSDClients: ThevastmajorityofFortune30mostprofitableglobalpubliccompaniesNearly75%ofFortune200globalcompanies100ofthemostsignificant“IndustryStandard”InternetcompaniesACCENTUREGLOBALLYEmployees: oACCENTURE:DEVELOPMENTOFREVENUES(U.S.Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,3ACCENTURE:DEVELOPMENTOFREVEACCENTURE:GLOBALPERSONNELGROWTH199753,426199644,801199538,027199432,711199865,134ACCENTURE:GLOBALPERSONNELGRAmericasEMEAIAsia/

PacificHamburgFrankfurtMünchenDüsseldorfBerlinWienZürichASG–

Austria,Switzerland,

GermanyACCENTUREINASG2,750Employees7OfficesRevenues:1,24Mrd.DMAmericasEMEAIAsia/

PacificHambGlobalCompetitiveOverviewStrategyDigitalEquipmentMcKinseyAndersenConsultingOrganizationProcessesInformation

TechnologyBusinessProcessManagement(Outsourcing)CapGeminiSogetiUNISYSIBMComputerSciencesEDSBostonConsultingBoozAllenGlobalCompetitiveOverviewStrACCENTURE:MARKETUNITSFinancialServicesBanking HealthServicesInsuranceProductsAutomotive,IndustrialEquipment,Travel&TransportationConsumer&PharmaceuticalProductsRetailCommunications&HighTechCommunicationsElectronics&HighTechMedia&EntertainmentResourcesChemicals Energy&NaturalResourcesUtilities GovernmentACCENTURE:MARKETUNITSFinanciACCENTURE:SAMPLECLIENTLISTACCENTURE:SAMPLECLIENTLISTAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationNATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsultingNATURE,TRENDS,CAREERSNatureNATUREANDPURPOSEOFCONSULTINGNatureandPurposeofConsultingDefinitionof„Consulting“BrieflookintohistoryDifferenttypesofconsultingConsultingmarketoverviewConsultant:ProfessiondescriptionConsultingstrategiesShortoverviewovertheconsultingprocessReasonsforclientstohireexternalconsultantsGuidelinesfortheclient-consultantrelationshipNATUREANDPURPOSEOFCONSULTIDEFINITIONOFCONSULTINGDefinitionofConsulting„Togiveexpertadviceorprovideexpertcounsel.“(IKS)„Consultingprovidesvaluebydiagnosing,strategizing,designing,constructing,integrating,operating,orimplementingsolutions.Consultingutilizesrelevantknowledge,basedonintegrityandobjectivity,inbothexpertandadvisoryroles.“(ConsultingServicesTeam)„Consultingiswhateveraconsultantdoes."(CambridgeComputerServices)DEFINITIONOFCONSULTINGDefiniCONSULTINGHISTORY(1/2)Brieflookintohistory1532 Macchiavelli‘s„IlPrincipe“1886 Foundationofthe„analyticaltestlab“byArthurD.Little1895 „Apieceratesystem“byF.Taylor1909 FoundationofArthurD.Little,Inc.1911 „Theprinciplesofscientificmanagement“byF.Taylor1911 „MotionStudy“byF.Gilbreth1912 „ConsultingFirms“byF.Gilbreth1914 E.BoozsetsupBusinessResearchServices1925 J.O.McKinseystartshisConsultingfirm1934 Urwick,Orr&Partners:Managementistlehr-undlernbar1939 PeterDrucker„Theendofeconomicman“1947 FoundationoftheTravistockInstituteCONSULTINGHISTORY(1/2)BriefCONSULTINGHISTORY(2/2)Brieflookintohistory1949 RobertWiener„Cybernetics“1950 MarvinBowerbecomesCEOofMcKinseyandstartswith theexpansion1951 FirstDeming-AvardforQualityinJapan1954 FoundationoftheBDU1954 PeterDrucker:„Thepractiseofmanagement“1957 Argyris:„PersonalityandOrganization“1959 Herzberg,Mausner,Snyderman:„Themotivationtowork“1960 McGregor:„Thehumansideofenterprise“,Maslow:„Motivation andPersonality“1963 FoundationofBostonConsultingGroup1965 FoundationofthefirsttwoBusinessUniversitiesinGreatBritainCONSULTINGHISTORY(2/2)BriefEVOLUTIONOFCONSULTINGFOCUS1980 1985 1990 1995 2000 2005

QualityManagementLeanManagementRe-engineeringERPprojectsWebTechnologyE-CommerceCRMM-CommerceStrategyEVOLUTIONOFCONSULTINGFOCUS1TYPESOFCONSULTINGDifferenttypesofmanagementconsultingStrategyAdviceandcounselaboutcorporate-levelorbusiness-unitstrategiesOperationsManagementFiguringouthowtoimprovetheefficiencyorproductivityofhowabusinessworksHumanResourcesCompensationandbenefitsadvice,attracting,motivating,andretaininghighqualityemployeesInformationTechnologyDesign,implement,testandroll-outnewITorinstallandoperatemassivepackagedsoftware"solutions“.TYPESOFCONSULTINGDifferenttWorldwideProfessionalServicesMarket$billionsSource:Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGYVS.IT-CONSULTING18%annual

growthPureStrategyIT-relatedServiceWorldwideProfessionalServiceGERMANCONSULTINGMARKETOVERVIEWGermanConsultingmarketoverview1998: 62.500Management-,Personnel-andIT-Consultants(BDUe.V.) 13.200ConsultingCompanies

Totalrevenues:18,8bn.DM(BDUe.V.)

1999: 64.500Management-,Personnel-andIT-Consultants(BDUe.V.) 14.300ConsultingCompanies

Totalrevenues:21,3bn.DM(BDUe.V.)GERMANCONSULTINGMARKETOVERVTOP20CONSULTINGCOMPANIESWORLDWIDETOP20CONSULTINGCOMPANIESWOTOP30CONSULTINGCOMPANIESINGERMANYSource:LünendonkConsultancy+ResearchGbR,HamburgTOP30CONSULTINGCOMPANIESINWHEREDOYOUWANTTOGOTODAY?

AscenefromLewisCarroll's"Alice'sAdventuresInWonderland",whenAliceaskstheCheshirecatfordirections,speaksvolumesaboutplanningwhereanorganizationwantstobeinthefuture."Wouldyoutellme,please,whichwayIoughttogofromhere?"asksAlice.

"Thatdependsagooddealonwhereyouwanttogetto,"saidtheCat.

"Idon'tmuchcarewhere."saidAlice.

"Then,itdoesn'tmatterwhichwayyougo."saidtheCat.WHEREDOYOUWANTTOGOTODAY?REASONSTOHIREEXTERNALCONSULTANTS(1/2)Reasonsforclientstohireexternalconsultants(1):Existingcompaniesarenotreadyforthepaceglobalizationandvanishingmarketbarrierstheyface->needConsultantswithbroadmarket/industryknowledgeIncreasingM&Aactivities->HighcomplexityoftransactionsandtasksrelatedtoPostMergerIntegrationChallengesofthehightechenvironment:employeesarewhollyoccupiedwithdailyworkanddon’thavethetimetothinkaboutinnovationsChangingworkingenvironmentnecessitatecreativeandup-to-dateHRManagementDeregulationenablednewcompaniestoenterthemarket.Inordertopositionandcompeteagainstformermonopoliststheyneedindustryrelatedconsultingexperience(+otherwayround,ex-monopoliststrytodefendthemselvesagainstnewmarketentriesusingtheknowledgeofexternalcompanies)REASONSTOHIREEXTERNALCONSUREASONSTOHIREEXTERNALCONSULTANTS(2/2)Reasonsforclientstohireexternalconsultants(2):Consultantshaveaccesstoinformationonatrulyglobalbasis(KnowledgeExchange)Widespreadacceptanceofusingconsultantstogainoutsideexpertise.Rapidtechnologicalchange.Movementtoenterprise

widesolutions.Lackofin-houseexpertiseinProcesses,technologies,industrybestpractices,andprojectmanagement.REASONSTOHIREEXTERNALCONSUBENEFITSOFUSINGCONSULTANTS

Subjectmatterexpert:Aconsultantwillsavetimeandmoneybyarrivingtoasolutiontotheclient‘sneedsatafasterpacebecauseofpastextensiveknowledgeandexperienceindealingwithotherbusinessowners.Objectivepointofview:Aconsultantwillbringarefreshingoutsidepointofviewtotheclient‘scompany,whichwillpin-pointexistingproblemsorreachfastersolutions.Educate,inform:Agoodconsultantwilleducateandinformtheclient

asthetaskiscompleted.Shareinformationaboutindustryandcompetition:Thisisessentialtoreachingcompanygoals.Assistwithstrategicplanningwhichwillhelpreachcompanygoalsfasterandeasier.OfferinnovativeideasBENEFITSOFUSINGCONSULTANTSWORKANDLIFESTYLECHARACTERISTICSWorkatclientsiteWorkinteamenvironmentWorkwithavarietyofclientsacrossindustriesAssessclientbusinessandtechnicalchallengesDevelopsolutionstomoveclientforwardExtensivetravelingEnrichinglearningexperienceCyclicalovertimeTravelVarietyofresponsibilitiesWorkwithtechnologyWORKANDLIFESTYLECHARACTERISTOP10WAYSTOKNOWYOUAREDATINGANCONSULTANT1.Referstolovemakingasa"win-win."2.Valentine'sDaycardhasbulletpoints.3.Can'tbetrustedwiththecar

-

tooaccustomedtobeatinguprentals.4.Celebratesanniversarybyconductingaperformancereview.5.Endsanyargumentbysaying,"let'stalkaboutthisoff-line."6.Triestocallroom-servicefromthebedroom.7.Congratulatesyourparentsforsuccessfulvaluecreation.8.Referredtotheyieldofthetomatoplantsinyourhomegardenas"deliverables"9.

Talkstothewaiteraboutprocessflowwhendinnerarriveslate.10.Referredtothefirstmonthofyourrelationshipasa"diagnosticperiod."TOP10WAYSTOKNOWYOUAREDANATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsultingNATURE,TRENDS,CAREERSNatureRECENTTRENDSANDCURRENTCHALLENGES

ChangingcustomerexpectationsIncreasingmarketpoweroftheTOPconsultingcompaniesEffectiveusageofinformationtechnologySplitTax/Auditing-ConsultingStrategicAlliancesandStart-upPartnershipsNewsuppliersentertheconsultingmarketExpansionofthewellknownconsultingcompaniesITconsultingbytraditionalconsultingcompaniesGet&retaintherightpeopleHowtofacethecurrentchallengesRECENTTRENDSANDCURRENTCHAL"CTOsandothere-businessstrategistsdonotwanttohearmetellthemIcanhelpWeb-enabletheirbusiness.Thatisnotenough.TheywanttoknowhowIcanhelpthemtransformtheirbusiness."

--ChuckBurns,globalseniorvicepresident,services,KPMG"CTOshavemorechoicesthaneverbeforewhenitcomestoselectingaconsultant.Wegointobidsnowwherewemaycompeteagainstoneofthegiant,BigFivefirms...andeven,insomecases,anadvertisingormarketingagency."

--ScottLochridge,principal,strategysolutionsgroup,DiaLogos"Thedaysofblackmagicareover,Consultantscannolongergetawaywithjustwritingawhitepaperfortheclientandsaying,'OK,nowyoudowhatIsay.'”

--JoseCampos,presidentofRapidinnovationCHANGINGCUSTOMEREXPECTATIONS–SOMESTATEMENTS"CTOsandothere-businessstCHANGINGCUSTOMEREXPECTATIONS

CustomerexpectrealaddedvalueStandardImplementationsaredecreasingwhileindividualend-to-endsolutionbecomemuchmoreimportantUnsuccessfulERPimplementationsinthe90smadethecustomermoreawareofrisksandchallenges-->CustomeraremuchmoresensitivetowhattheygetfortheirmoneyResultsinnewpaymentschemeslike:Fixedprice(especiallydonebysmaller/start-upcompanies)RiskandrewardsharingEquitypaymentPaymentintermsof%-ageofactualvalueaddedOntimedeliveryclausesincontractCHANGINGCUSTOMEREXPECTATIONSINCREASINGMARKETPOWEROFTHETOP20CONSULTINGCOMPANIESFacts40TOPConsultingCompaniesincreasedtheirmarketshareinGermanyfrom42to45%AveragegrowthrateoftheTOPPlayer:~19,5%/p.a.SmallerConsultingcompanies:~4,0%/p.a.Acquisitionsofsmallerandmid-sizedconsultingfirmsbythelargercompaniesinordertodiversifytheirmarketofferPlannedpartlyIPOofKPMG,ArthurD.Little,AndersenConsultingalsoinvestigatingIncreasingmarketpowerandinfluencethroughventures,e.g.

-ACVenture

-McKinsey’s“NewVenture”

-RolandBerger&bmp

INCREASINGMARKETPOWEROFTHESPLITTAX/AUDITING–REASONSANDCONSEQUENCESReasonsU.S.SecurityandExchangeCommission:

CriticalifConsultingCompaniesadviceclientsthatareauditedbythesamecompanyHighermarginsandgrowthratesinconsultingInabilityforconsultingparttoraisemoneybygoingpublicaslongastheyarepartofauditingcompaniesConsequencesConsultingcompaniescanandwillgopublic(e.g.KPMG)NomorelegalrestrictionsforconsultingcompaniestoadviceothercompaniesDifferentiationprocesswillaccelerate(increasingmarketingactivities)RepositioningneedsSPLITTAX/AUDITING–REASONSASPLITTAX/AUDITING-CONSULTINGExamplesAndersenConsultingvs.ArthurAndersen:

ArbitrationDecisioninordertoallowAndersenConsultingtosplitfromArthurAndersenKPMG:IPOofKPMGConsultingBusinessCiscotook20%stakeAnother20%fortheaccountingpartHewlettPackardinterestedtobuyPriceWaterhouseCoopers’ManagementandITConsultingpartCapGeminitobuyconsultingpieceofErnst&YoungA.T.KearneyandEDSSPLITTAX/AUDITING-CONSULTINSTRATEGICALLIANCESOFACCENTURESTRATEGICALLIANCESOFACCENTUALLIANCESANDPARTNERSHIPS:SOMEEXAMPLES

CapGemini: -SiebelSystems

-IBM

-SunMicrosystems

-MicrosoftKPMG: -Compaq

-Cisco

-Microsoft

-JDEdwardsCSC: -Peoplesoft

-Broadvision

-IBM

-Lucent

-Nokia EDS: -SunMicrosystems

-SAP

-Oracle

-CiscoALLIANCESANDPARTNERSHIPS:SONEWCOMPETITORSENTERTHECONSULTANTMARKETNewSuppliersentertheconsultingmarketHardwaremanufacturers

-HPalreadyincreasedtheirnumberofin-houseconsultantsto6.000

+potentialPriceWaterhouseCooperspartInternetserviceproviders,e.g.PixelparkbuyingtheSwedishConsultingfirm“CellNetwork/Mandator”Building„Inhouse-Consultingcapabilities“ -Siemens(SiemensBusinessServicesprovidingERP,CRM implementations)

-SAPSystem

-DeutscheTelekombuyingmajoritystakeinDebisSystemhausFinancialInstitutionsandTelecommunicationcompaniesNEWCOMPETITORSENTERTHECONSEXPANSIONOFWELLKNOWNCONSULTINGCOMPANIES

ExpansionoftheTOPconsultingcompaniesthroughM&A,alliances,venturesandstrategicpartnerships.ChancetoexpandbusinessandopeningnewmarketsAfterM&A,differentiationbecomescritical,thereforehighadvertisingbudgetsIPOStrategies:RaisemoneyforeCommercestrategyVentureCapitalfundsToattractpeople(competitivesalariesandpaymentstructures)Examples:CapGeminiacquiringErnst&YoungCapGeminibuyingSD&MCSCPloenzketobuyKPMGFranceEXPANSIONOFWELLKNOWNCONSULITCONSULTINGATTHEESTABLISHEDCONSULTINGCOMPANIES

AseCommerceisacknowledgetobeoneofthekeybusinessdrivers,alsothetraditionalconsultingcompaniestrytogetintoitStrategycompanieslikeBoozAllenHamiltonetc.tolauncheCommercecentersandventurecapitalfirmsBybuyingsmallercompaniesandpartneringtheyareabletoprovideafullimplementationservice,e.g.Bainalliancewithi2andOracleMcKinseyhasbeenaccusedhavingoversleptthee-Commerceage;nowtryingtoworkonthatsubjectthroughincreasingalliances&venturesintheeBusinessAftersplitfromAndersenConsulting,ArthurAndersenwillgetmoreintoITconsultingITCONSULTINGATTHEESTABLISHIPOinordertoattractpersonnelUntilbackdropofDot.Comsandthestockmarket,tendencyofleadingpersonneltoleavetraditionalcompaniestojoinStart-ups:CambridgeTechnologylostoverthelastyearmanytopmanagers(i.e.FounderandCEO,CFO,Generalcounsel,HeadofitsE-Businessunit,ManagingdirectoroftheCambridgeTechnologyCapitalventurefund)mostlytosmallhigh-techcompanies.DeanHawkins,formerCFOofAdidastobecomeCFO@JoeGalli,VicePresidentBlack&DeckertojoinAasmemberoftheboardHeinerRutt,chairman@BostonConsultingGrouptobecomepresidentatProxicomIBMGermanyhasabout3.000openITpositionsfor2001,Hewlett-Packardtolookfor500ITspecialists,PricewaterhouseCoopers300andSiemens1.500,AndersenConsultingwith1.100openpositionsinASG.GETANDRETAINTHERIGHTPEOPLEGETANDRETAINTHERIGHTPEOPL"WINNINGTHEWARFORTALENT"

Keyfactorsofsuccess

Image Interestingtasks Personaldevelopment Balancedlifestyle International

atmosphere1.DaimlerChrysler2.Lufthansa3.McKinsey4.BMW5.KPMG6.BostonConsulting7.DeutscheBank8.Siemens9.SAP10.Accenture

AttractiveemployeesFocus30.August1999"WINNINGTHEWARFORTALENT" KHOWTOFACETHECURRENTCHALLENGES

NewstrategiesBrandingCampaignsPersonneldevelopmentconceptsEfficientKnowledgeManagementAccuratePlanningChangeasChanceSynchronizethekeysuccessfactors:

-people

-process

-strategy

-technologyHOWTOFACETHECURRENTCHALLENATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsultingNATURE,TRENDS,CAREERSNatureSTAFFANDCAREERPATHSPartnerAssociatePartnerManagerConsultantAnalystDirectorPrincipleAssociatePrincipleProjectManagerConsultantAccentureMcKinseySTAFFANDCAREERPATHSPartnerALeadworkteamsFacilitateTeam-MeetingsSystemsdesignClientpresentationsLeadsubprojectsConsultantAnalystProposalsForecastingDevelopandexecuteclienttrainingClientinterviewsProgrammingSystemsDocumentationParticipatesinproblemsolvingRecommendsandimplementssolutionsDefinesuserrequirementsResearchesnewandexistingtechnologyProvidesproductionsupportTestssoftwareReviewsworkofpeersROLESANDRESPONSIBILITIES:EXAMPLESConsultantAnalystProposalsROLEPartnerManagerInterfacewithclientseniormanagementLeadclientmeetingsDevelopnewbusinessDevelopmanagementteamShapeandimpacttheFirmAttainOwnershipintheFirmROLESANDRESPONSIBILITIES(CTD.)LeadclientmeetingsManageprojectsLeadanddevelopprojectteamPartnerManagerInterfacewithcCONSULTING:ALWAYSSTAYREALISTICALLYAconsultant,managerandapartnerfromaConsultingcompanyarewalking

throughaparkontheirwaytolunchwhentheyfindanantiqueoillamp.TheyrubitandaGeniecomesoutinapuffofsmoke.TheGeniesays,"Iusuallyonlygrantthreewishes,soI'llgiveeachofyoujustone."Mefirst!Mefirst!"saystheconsultant."IwanttobeintheBahamas,drivingaspeedboat,withoutacareintheworld."Poof!she'sgone.Inastonishment,"Menext!Menext!'saysthemanager,"IwanttobeinHawaii,relaxingonthebeachwithmypersonalmasseuse,anendlesssupply

ofpinacoladasandtheloveofmylife."Poof!He'sgone."You'renext,"theGeniesaystothepartner.Thepartnersays,"Iwantthosetwobackintheofficeafterlunch."CONSULTING:ALWAYSSTAYREALISPERSONSTOSUPPORTYOURPERSONALCAREERPersonalMentorPeerGroupAnnualReviews(upward/downward/sideward)PartnerGroupPracticeLeadersPERSONSTOSUPPORTYOURPERSONSOMEATTRIBUTESFORGOODCONSULTANTS

AmbitiontopermanentlylearnDeterminationtosucceedStrongcommunicationskillsMotivationFlexibilityAgilityApproachableProactiveInnovativeResults-orientedSelfConfidentEntrepreneurialthinkingSOMEATTRIBUTESFORGOODCONSUBENEFITSANDCHALLENGESOFCONSULTINGBenefitsofConsultingLearningnewindustriesEarningmoreincomeFlexiblecontractlengthsPossiblefulltimeopportunitiesLessofficepoliticsLearningnewtechnicalskillsMeetingnewpeopleChallengesofConsultingNotbeinga"full-timer"PossibleadditionaltravelorcommutetimeBENEFITSANDCHALLENGESOFCONPROJECTWORKPLAN:ONEEXAMPLEFORATHREE-MONTHPROJECTEXAMPLEALTEFOLIEVERWENDENPROJECTWORKPLAN:ONEEXAMPLYOUKNOWTHATYOUHAVEBEENTOOLONGACONSULTANTWHEN…youfeelnakedwithoutalaptophangingfromyourleftshoulder;youstartthinkingthatlifeintheUSNavySubmarineCorpswouldgiveyoumoretimeathome;youareupsetwhenyoucomehomeonFridaynightandthelightsaren'ton,thebedisn'tturneddown,andtherearenochocolatesonyourpillow;"vacationing"isspendinganentireweekendinyourownhome;youhaveseenmoremoviesat35,000feetthanyouhaveatyourlocalmovietheaterbeforestartingthecar,youinsistontellingeveryonewheretheemergencyexitsare;beforestoppingthecar,youinsistthateveryonestayseateduntilthefastenseatbeltssignisoff;instantcoffeetastesgood;you'vebeenstayinginthesamehotel,youinstinctivelycallit"home";yousay"Whoopee!Halfday!"whenyouleaveat10:00PM;YOUKNOWTHATYOUHAVEBEENTOAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationLecture–ManagementConsulting:AnIntroduction

JürgenZech2022/12/1960©AndersenConsulting2000Lecture–ManagementConsultinAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationAGENDAIntroduction/ExpectationsExampleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)AGENDAIntroduction/ExpectationOurMission:Helpingourclientscreatetheirfuture.ACCENTURE:MISSIONANDVISIONOurVision:

Tobecomeoneoftheworld'sleadingcompanies,bringinginnovationstoimprovethewaytheworldworksandlives.OurMission:HelpingourOneGlobalFirm–Acttoenhancethecollectivevaluesoftheglobalpartnership,whilesustaininglocalculture.Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow.Integrity–Actwithopennessandhonesty.Always.RespectfortheIndividual–Treateachpersonaswewouldliketobetreated.QualityClientService–Understandandmeetclientexpectations100percentofthetime.BestPeople–Arehighlycompetentandmakeacommitmenttoexcellence,teamwork,andthesuccessofourclients.ACCENTURE:COREVALUESOneGlobalFirm–Acttoenhan1989

AndersenConsultingbecomesaseparatebusinessunitfromArthurAndersen$1.6billion21,400employees1991Horizon2000Initiativetodevelopmissionandstrategicplan$2.3billion25,000personnel1993AndersenConsultingissuesitsfirstannualreport$2.9billion27,000employees1997AndersenConsultingcreatesaglobalnetworkofcommunications-focusedsolutioncentersinanefforttosetthestandardforspeedandqualityofperformance$6.6.Billion53,000employees1998$8.3billion65,000employees2000JoeForehandbecomesManagingPartnerandintroducesthe100DayPlanAndersenConsultingwinsarbitrationagainstArthurAndersen01.01.01Accenture,formerlyknownasAndersenConsultingACCENTURE:IMPORTANTMILESTONES19891997ACCENTURE:IMPORTANTACCENTUREGLOBALLYEmployees: over65,000Countries: 48Revenue‘99: 8,9BillionUSDClients: ThevastmajorityofFortune30mostprofitableglobalpubliccompaniesNearly75%ofFortune200globalcompanies100ofthemostsignificant“IndustryStandard”InternetcompaniesACCENTUREGLOBALLYEmployees: oACCENTURE:DEVELOPMENTOFREVENUES(U.S.Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,3ACCENTURE:DEVELOPMENTOFREVEACCENTURE:GLOBALPERSONNELGROWTH199753,426199644,801199538,027199432,711199865,134ACCENTURE:GLOBALPERSONNELGRAmericasEMEAIAsia/

PacificHamburgFrankfurtMünchenDüsseldorfBerlinWienZürichASG–

Austria,Switzerland,

GermanyACCENTUREINASG2,750Employees7OfficesRevenues:1,24Mrd.DMAmericasEMEAIAsia/

PacificHambGlobalCompetitiveOverviewStrategyDigitalEquipmentMcKinseyAndersenConsultingOrganizationProcessesInformation

TechnologyBusinessProcessManagement(Outsourcing)CapGeminiSogetiUNISYSIBMComputerSciencesEDSBostonConsultingBoozAllenGlobalCompetitiveOverviewStrACCENTURE:MARKETUNITSFinancialServicesBanking HealthServicesInsuranceProductsAutomotive,IndustrialEquipment,T