科尔尼-公司简介及咨询顾问职业生涯发展.ppt

1、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” I

2、mage “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

3、,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

4、 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 growi

5、ng 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

6、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

7、 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 strate

8、gy 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 restructur

9、ing,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,

10、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 other segments of the market

11、 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 Wes

12、tern 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 o

13、f 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 co

14、nsulting,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 netw

15、ork 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,

16、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 Larges

17、t 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 int

18、ernational 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 a

19、nd 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,Dom

20、inant 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 industri

21、es 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 pros

22、pectuses 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 acqu

23、ired 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 strate

24、gies 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 advan

25、tage 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 fo

26、r 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

27、 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,

28、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 manageme

29、nt 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 Annu

30、al Results Achieved,Ameritech Anglian BT Carrefour Casino Euro Disney Galeries Lafayette General Motors House of Fraser Johnson Leveraged IT assets by establishing IT shared services capabilities Developed a comprehensive E-Business “landscape” and competitive strategy, then assessed and realigned E

31、RP 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 reducti

32、on 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 org

33、anization 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

34、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 R

35、estructured 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

36、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 be rewarded well” Provide appropriate comp

37、ensationsacknowledges the demands of thebusiness Being recognized for outstanding performance Provide input into compensation initiatives Salary increases for mid-year promotions Service incentive programs Principal LTI options,A.T. Kearney adheres to four key points to hire and retain the best cons

38、ulting talent,Wealth,Growth,Pride,Teaming,Source: GPTW,Consultants role in A.T. Kearney,The future of management consulting,The Global Consulting Market by Major Region,North America,Western Europe,Asia-Pacific,Latin America,Rest of World,Region,1998 2003 CAGR,Market Size ($ B),CAGR (%),North Americ

39、a and Western Europe are projected to be the leading growth markets,Source: The Global Consulting Marketplace: Key Data, Forecasts A.T. Kearney analysis,Breakdown of Global Consulting Market Segments (U.S.$ Billions),Total Global Consulting Market (U.S.$ Billions),Share of Consulting Market:,10%,47%

40、,43%,. . . . but, e-Business will be the main driver of future growth,The future of management consulting,Expected Growth in E-Business B2B Services 1999 2002 Annual Growth Rate (%),Internet Strategy/ Advice,Digital Value Chain (2),Internet Software and Services,Internet Outsourcing(1),Notes:(1) Int

41、ernet outsourcing includes Internet project management and web-hosting services (2) Digital value chain includes supply chain, ERP, integration, CRM, business intelligence and ASP services Sources:Forrester Research, IDC, A.T. Kearney analysis,B2B Is Eclipsing B2C: Expected Growth in E-Business,Reve

42、nue ($ Billions),Higher barriers to entry than B2C More sustainable business models,The B2B market appears most attractive,The future of management consulting,Therefore, the new Economy requires a new positioning and new innovative client-service relationships,New Economy Consultants“,The future of ma