埃森哲－管理顾问入门第一

Lecture–ManagementConsulting:AnIntroduction

5/23/20261AGENDAIntroduction/ExpectationsExampleconsultantpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)5/23/20262AGENDAIntroduction/ExpectationsExampleconsultantpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)5/23/20263OurMission:Helpingourclientscreatetheirfuture.ACCENTURE:MISSIONANDVISIONOurVision:

Tobeoneoftheworld'sleadingpanies,bringinginnovationstoimprovethewaytheworldworksandlives.5/23/20264OneGlobalFirm–Acttoenhancethecollectivevaluesoftheglobalpartnership,whilesustaininglocalculture.Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow.Integrity–Actwithopennessandhonesty.Always.RespectfortheIndividual–Treateachpersonaswewouldliketobetreated.QualityClientService–Understandandmeetclientexpectations100percentofthetime.BestPeople–Arehighlypetentandmakeamitmenttoexcellence,teamwork,andthesuccessofourclients.ACCENTURE:COREVALUES5/23/202651989

AndersenConsultingbesaseparatebusinessunitfromArthurAndersen$1.6billion21,400employees1991Horizon2000Initiativetodevelopmissionandstrategicplan$2.3billion25,000personnel1993AndersenConsultingissuesitsfirstannualreport$2.9billion27,000employees1997AndersenConsultingcreatesaglobalnetworkofmunications-focusedsolutioncentersinanefforttosetthestandardforspeedandqualityofperformance$6.6.Billion53,000employees1998$8.3billion65,000employees2000JoeForehandbesManagingPartnerandintroducesthe100DayPlanAndersenConsultingwinsarbitrationagainstArthurAndersen01.01.01Accenture,formerlyknownasAndersenConsultingACCENTURE:IMPORTANTMILESTONES5/23/20266ACCENTUREGLOBALLYEmployees: over65,000Countries: 48Revenue‘99: 8,9BillionUSDClients: ThevastmajorityofFortune30mostprofitableglobalpublicpaniesNearly75%ofFortune200globalpanies100ofthemostsignificant“IndustryStandard”Internetpanies5/23/20267ACCENTURE:DEVELOPMENTOFREVENUES(U.S.Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,35/23/20268ACCENTURE:GLOBALPERSONNELGROWTH199753,426199644,801199538,027199432,711199865,1345/23/20269AmericasEMEAIAsia/

PacificHamburgFrankfurtMünchenDüsseldorfBerlinWienZürichASG–

Austria,Switzerland,

GermanyACCENTUREINASG2,750Employees7OfficesRevenues:1,24Mrd.DM5/23/202610GlobalpetitiveOverviewStrategyDigitalEquipmentMcKinseyAndersenConsultingOrganizationProcessesInformation

TechnologyBusinessProcessManagement(Outsourcing)CapGeminiSogetiUNISYSIBMputerSciencesEDSBostonConsultingBoozAllen5/23/202611ACCENTURE:MARKETUNITSFinancialServicesBanking HealthServicesInsuranceProductsAutomotive,IndustrialEquipment,Trel&TransportationConsumer&PharmaceuticalProductsRetailmunications&HighTechmunicationsElectronics&HighTechMedia&EntertainmentResourcesChemicals Energy&NaturalResourcesUtilities Government5/23/202612ACCENTURE:SAMPLECLIENTLIST5/23/202613AGENDAIntroduction/ExpectationsExampleconsultantpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)5/23/202614NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsulting5/23/202615NATUREANDPURPOSEOFCONSULTINGNatureandPurposeofConsultingDefinitionof„Consulting“BrieflookintohistoryDifferenttypesofconsultingConsultingmarketoverviewConsultant:ProfessiondescriptionConsultingstrategiesShortoverviewovertheconsultingprocessReasonsforclientstohireexternalconsultantsGuidelinesfortheclient-consultantrelationship5/23/202616DEFINITIONOFCONSULTINGDefinitionofConsulting„Togiveexpertadviceorprovideexpertcounsel.“(IKS)„Consultingprovidesvaluebydiagnosing,strategizing,designing,constructing,integrating,operating,orimplementingsolutions.Consultingutilizesrelevantknowledge,basedonintegrityandobjectivity,inbothexpertandadvisoryroles.“(ConsultingServicesTeam)„Consultingiswhateveraconsultantdoes."(CambridgeputerServices)5/23/202617CONSULTINGHISTORY(1/2)Brieflookintohistory1532 Macchielli‘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 FoundationoftheTristockInstitute5/23/202618CONSULTINGHISTORY(2/2)Brieflookintohistory1949 RobertWiener„Cybernetics“1950 MarvinBowerbesCEOofMcKinseyandstartswith theexpansion1951 FirstDeming-ardforQualityinJapan1954 FoundationoftheBDU1954 PeterDrucker:„Thepractiseofmanagement“1957 Argyris:„PersonalityandOrganization“1959 Herzberg,Mausner,Snyderman:„Themotivationtowork“1960 McGregor:„Thehumansideofenterprise“,Maslow:„Motivation andPersonality“1963 FoundationofBostonConsultingGroup1965 FoundationofthefirsttwoBusinessUniversitiesinGreatBritain5/23/202619EVOLUTIONOFCONSULTINGFOCUS1980 1985 1990 1995 2000 2005

QualityManagementLeanManagementRe-engineeringERPprojectsWebTechnologyEmerceCRMMmerceStrategy5/23/202620TYPESOFCONSULTINGDifferenttypesofmanagementconsultingStrategyAdviceandcounselaboutcorporate-levelorbusiness-unitstrategiesOperationsManagementFiguringouthowtoimprovetheefficiencyorproductivityofhowabusinessworksHumanResourcespensationandbenefitsadvice,attracting,motivating,andretaininghighqualityemployeesInformationTechnologyDesign,implement,testandroll-outnewITorinstallandoperatemassivepackagedsoftware"solutions“.5/23/202621WorldwideProfessionalServicesMarket$billionsSource:Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGYVS.IT-CONSULTING18%annualgrowthPureStrategyIT-relatedService5/23/202622GERMANCONSULTINGMARKETOVERVIEWGermanConsultingmarketoverview1998: 62.500Management-,Personnel-andIT-Consultants(BDUe.V.) 13.200Consultingpanies Totalrevenues:18,8bn.DM(BDUe.V.)

1999: 64.500Management-,Personnel-andIT-Consultants(BDUe.V.) 14.300Consultingpanies Totalrevenues:21,3bn.DM(BDUe.V.)5/23/202623TOP20CONSULTINGPANIESWORLDWIDE5/23/202624TOP30CONSULTINGPANIESINGERMANYSource:LünendonkConsultancy+ResearchGbR,Hamburg5/23/202625WHEREDOYOUWANTTOGOTODAY?

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

"Thatdependsagooddealonwhereyouwanttogetto,"saidtheCat.

"Idon'tmuchcarewhere."saidAlice.

"Then,itdoesn'tmatterwhichwayyougo."saidtheCat.5/23/202626REASONSTOHIREEXTERNALCONSULTANTS(1/2)Reasonsforclientstohireexternalconsultants(1):Existingpaniesarenotreadyforthepaceglobalizationandvanishingmarketbarrierstheyface->needConsultantswithbroadmarket/industryknowledgeIncreasingM&Aactivities->HighplexityoftransactionsandtasksrelatedtoPostMergerIntegrationChallengesofthehightechenvironment:employeesarewhollyoccupiedwithdailyworkanddon’thethetimetothinkaboutinnovationsChangingworkingenvironmentnecessitatecreativeandup-to-dateHRManagementDeregulationenablednewpaniestoenterthemarket.Inordertopositionandpeteagainstformermonopoliststheyneedindustryrelatedconsultingexperience(+otherwayround,ex-monopoliststrytodefendthemselvesagainstnewmarketentriesusingtheknowledgeofexternalpanies)5/23/202627REASONSTOHIREEXTERNALCONSULTANTS(2/2)Reasonsforclientstohireexternalconsultants(2):Consultantsheaccesstoinformationonatrulyglobalbasis(KnowledgeExchange)Widespreadacceptanceofusingconsultantstogainoutsideexpertise.Rapidtechnologicalchange.Movementtoenterprisewidesolutions.Lackofin-houseexpertiseinProcesses,technologies,industrybestpractices,andprojectmanagement.5/23/202628BENEFITSOFUSINGCONSULTANTS

Subjectmatterexpert:Aconsultantwillsetimeandmoneybyarrivingtoasolutiontotheclient‘sneedsatafasterpacebecauseofpastextensiveknowledgeandexperienceindealingwithotherbusinessowners.Objectivepointofview:Aconsultantwillbringarefreshingoutsidepointofviewtotheclient‘spany,whichwillpin-pointexistingproblemsorreachfastersolutions.Educate,inform:Agoodconsultantwilleducateandinformtheclientasthetaskispleted.Shareinformationaboutindustryandpetition:Thisisessentialtoreachingpanygoals.Assistwithstrategicplanningwhichwillhelpreachpanygoalsfasterandeasier.Offerinnovativeideas5/23/202629WORKANDLIFESTYLECHARACTERISTICSWorkatclientsiteWorkinteamenvironmentWorkwithavarietyofclientsacrossindustriesAssessclientbusinessandtechnicalchallengesDevelopsolutionstomoveclientforwardExtensivetrelingEnrichinglearningexperienceCyclicalovertimeTrelVarietyofresponsibilitiesWorkwithtechnology5/23/202630TOP10WAYSTOKNOWYOUAREDATINGANCONSULTANT1.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."5/23/202631NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsulting5/23/202632RECENTTRENDSANDCURRENTCHALLENGES

ChangingcustomerexpectationsIncreasingmarketpoweroftheTOPconsultingpaniesEffectiveusageofinformationtechnologySplitTax/Auditing-ConsultingStrategicAlliancesandStart-upPartnershipsNewsuppliersentertheconsultingmarketExpansionofthewellknownconsultingpaniesITconsultingbytraditionalconsultingpaniesGet&retaintherightpeopleHowtofacethecurrentchallenges5/23/202633"CTOsandothere-businessstrategistsdonotwanttohearmetellthemIcanhelpWeb-enabletheirbusiness.Thatisnotenough.TheywanttoknowhowIcanhelpthemtransformtheirbusiness."

--ChuckBurns,globalseniorvicepresident,services,KPMG"CTOshemorechoicesthaneverbeforewhenitestoselectingaconsultant.Wegointobidsnowwherewemaypeteagainstoneofthegiant,BigFivefirms...andeven,insomecases,anadvertisingormarketingagency."

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

--JoseCampos,presidentofRapidinnovationCHANGINGCUSTOMEREXPECTATIONS–SOMESTATEMENTS5/23/202634CHANGINGCUSTOMEREXPECTATIONS

CustomerexpectrealaddedvalueStandardImplementationsaredecreasingwhileindividualend-to-endsolutionbemuchmoreimportantUnsuccessfulERPimplementationsinthe90smadethecustomermoreawareofrisksandchallenges-->CustomeraremuchmoresensitivetowhattheygetfortheirmoneyResultsinnewpaymentschemeslike:Fixedprice(especiallydonebysmaller/start-uppanies)RiskandrewardsharingEquitypaymentPaymentintermsof%-ageofactualvalueaddedOntimedeliveryclausesincontract5/23/202635INCREASINGMARKETPOWEROFTHETOP20CONSULTINGPANIESFacts40TOPConsultingpaniesincreasedtheirmarketshareinGermanyfrom42to45%eragegrowthrateoftheTOPPlayer:~19,5%/p.a.SmallerConsultingpanies:~4,0%/p.a.Acquisitionsofsmallerandmid-sizedconsultingfirmsbythelargerpaniesinordertodiversifytheirmarketofferPlannedpartlyIPOofKPMG,ArthurD.Little,AndersenConsultingalsoinvestigatingIncreasingmarketpowerandinfluencethroughventures,e.g.

-ACVenture

-McKinsey’s“NewVenture”

-RolandBerger&bmp

5/23/202636SPLITTAX/AUDITING–REASONSANDCONSEQUENCESReasonsU.S.SecurityandExchangemission:

CriticalifConsultingpaniesadviceclientsthatareauditedbythesamepanyHighermarginsandgrowthratesinconsultingInabilityforconsultingparttoraisemoneybygoingpublicaslongastheyarepartofauditingpaniesConsequencesConsultingpaniescanandwillgopublic(e.g.KPMG)NomorelegalrestrictionsforconsultingpaniestoadviceotherpaniesDifferentiationprocesswillaccelerate(increasingmarketingactivities)Repositioningneeds5/23/202637SPLITTAX/AUDITING-CONSULTINGExamplesAndersenConsultingvs.ArthurAndersen:

ArbitrationDecisioninordertoallowAndersenConsultingtosplitfromArthurAndersenKPMG:IPOofKPMGConsultingBusinessCiscotook20%stakeAnother20%fortheaccountingpartHewlettPackardinterestedtobuyPriceWaterhouseCoopers’ManagementandITConsultingpartCapGeminitobuyconsultingpieceofErnst&YoungA.T.KearneyandEDS5/23/202638STRATEGICALLIANCESOFACCENTURE5/23/202639ALLIANCESANDPARTNERSHIPS:SOMEEXAMPLES

CapGemini: -SiebelSystems

-IBM

-SunMicrosystems

-MicrosoftKPMG: -paq

-Cisco

-Microsoft

-JDEdwardsCSC: -Peoplesoft

-Broadvision

-IBM

-Lucent

-Nokia EDS: -SunMicrosystems

-SAP

-Oracle

-Cisco5/23/202640NEWPETITORSENTERTHECONSULTANTMARKETNewSuppliersentertheconsultingmarketHardwaremanufacturers

-HPalreadyincreasedtheirnumberofin-houseconsultantsto6.000

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

-SAPSystem

-DeutscheTelekombuyingmajoritystakeinDebisSystemhausFinancialInstitutionsandTelmunicationpanies5/23/202641EXPANSIONOFWELLKNOWNCONSULTINGPANIES

ExpansionoftheTOPconsultingpaniesthroughM&A,alliances,venturesandstrategicpartnerships.ChancetoexpandbusinessandopeningnewmarketsAfterM&A,differentiationbescritical,thereforehighadvertisingbudgetsIPOStrategies:RaisemoneyformercestrategyVentureCapitalfundsToattractpeoplepetitivesalariesandpaymentstructures)Examples:CapGeminiacquiringErnst&YoungCapGeminibuyingSD&MCSCPloenzketobuyKPMGFrance5/23/202642ITCONSULTINGATTHEESTABLISHEDCONSULTINGPANIES

Asmerceisacknowledgetobeoneofthekeybusinessdrivers,alsothetraditionalconsultingpaniestrytogetintoitStrategypanieslikeBoozAllenHamiltonetc.tolaunchmercecentersandventurecapitalfirmsBybuyingsmallerpaniesandpartneringtheyareabletoprovideafullimplementationservice,e.g.Bainalliancewithi2andOracleMcKinseyhasbeenaccusedhingoverslepttheemerceage;nowtryingtoworkonthatsubjectthroughincreasingalliances&venturesintheeBusinessAftersplitfromAndersenConsulting,ArthurAndersenwillgetmoreintoITconsulting5/23/202643IPOinordertoattractpersonnelUntilbackdropofDotsandthestockmarket,tendencyofleadingpersonneltoleetraditionalpaniestojoinStart-ups:CambridgeTechnologylostoverthelastyearmanytopmanagers(i.e.FounderandCEO,CFO,Generalcounsel,HeadofitsE-Businessunit,ManagingdirectoroftheCambridgeTechnologyCapitalventurefund)mostlytosmallhigh-techpanies.DeanHawkins,formerCFOofAdidastobeCFO@booJoeGalli,VicePresidentBlack&DeckertojoinAmazonasmemberoftheboardHeinerRutt,chairman@BostonConsultingGrouptobepresidentatProxIBMGermanyhasabout3.000openITpositionsfor2001,Hewlett-Packardtolookfor500ITspecialists,PricewaterhouseCoopers300andSiemens1.500,AndersenConsultingwith1.100openpositionsinASG.GETANDRETAINTHERIGHTPEOPLE5/23/202644"WINNINGTHEWARFORTALENT" Keyfactorsofsuccess Image Interestingtasks Personaldevelopment Balancedlifestyle International

atmosphere1.DaimlerChrysler2.Lufthansa3.McKinsey4.BMW5.KPMG6.BostonConsulting7.DeutscheBank8.Siemens9.SAP10.Accenture AttractiveemployeesFocus30.August19995/23/202645HOWTOFACETHECURRENTCHALLENGES

NewstrategiesBrandingCampaignsPersonneldevelopmentconceptsEfficientKnowledgeManagementAccuratePlanningChangeasChanceSynchronizethekeysuccessfactors:

-people

-process

-strategy

-technology5/23/202646NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsulting5/23/202647STAFFANDCAREERPATHSPartnerAssociatePartnerManagerConsultantAnalystDirectorPrincipleAssociatePrincipleProjectManagerConsultantAccentureMcKinsey5/23/202648LeadworkteamsFacilitateTeam-MeetingsSystemsdesignClientpresentationsLeadsubprojectsConsultantAnalystProposalsForecastingDevelopandexecuteclienttrainingClientinterviewsProgrammingSystemsDocumentationParticipatesinproblemsolvingRmendsandimplementssolutionsDefinesuserrequirementsResearchesnewandexistingtechnologyProvidesproductionsupportTestssoftwareReviewsworkofpeersROLESANDRESPONSIBILITIES:EXAMPLES5/23/202649PartnerManagerInterfacewithclientseniormanagementLeadclientmeetingsDevelopnewbusinessDevelopmanagementteamShapeandimpacttheFirmAttainOwnershipintheFirmROLESANDRESPONSIBILITIES(CTD.)LeadclientmeetingsManageprojectsLeadanddevelopprojectteam5/23/202650CONSULTING:ALWAYSSTAYREALISTICALLYAconsultant,managerandapartnerfromaConsultingpanyarewalking

throughaparkontheirwaytolunchwhentheyfindanantiqueoillamp.TheyrubitandaGenieesoutinapuffofsmoke.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."5/23/202651PERSONSTOSUPPORTYOURPERSONALCAREERPersonalMentor