【精品文档】科尔尼-公司简介及咨询顾问职业生涯发展.ppt

1、“Strategic management consulting the A.T. Kearney perspective”,Warsaw, May 28, 2001,Wysza Szkoa Przedsibiorczoci i Zarzdzania im. Leona Komiskiegow Warszawie,Presentation,an EDS company,Agenda,Overview of management consulting A.T. Kearney as a strategic management consulting firm Consultants role i

2、n 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 ma

3、nagement 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 companie

4、s 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 Ever

5、yone 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 eventualit

6、y 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 neede

7、d 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 school

8、s 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 s

9、olutions,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 Mark

10、et 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 consultin

11、g,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 developed later,Development of the consulting market in Poland,Privatization consulting,Audit and legal services,

12、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 transforma

13、tion 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,C

14、onsultants 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 con

15、sulting,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,

16、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 consult

17、ing 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 experienc

18、e,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 consult

19、ing,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

20、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 succe

21、ss 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 su

22、ccess 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 group

23、s 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 l

24、evel) 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 wit

25、h 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 ex

26、perience- 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,Found

27、ed 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 internati

28、onal 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,B

29、oston,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

30、 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 F

31、raser Johnson 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

32、 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

33、 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,

34、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

35、 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 mo

36、dernize 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 r

37、ecognized European leader in several industries,Major clients per practice,Deutsche Bank BNL Barclays Societe Generale AXA,Financial inst.,Rohm be rewarded well” Provide appropriate compensationsacknowledges the demands of thebusiness Being recognized for outstanding performance Provide input into c

38、ompensation 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 consulting talent,Wealth,Growth,Pride,Teaming,Source: GPTW,Consultants role in A.T. Kearney,The future of management c

39、onsulting,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 America and Western Europe are projected to be the leading growth markets,Source: The Global Consulting Marketplace: Key

40、 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%,43%,. . . . but, e-Business will be the main driver of future growth,The future of management consulting,Expected

41、 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) Internet outsourcing includes Internet project management and web-hosting services (2) Digital value chain includes s

42、upply 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,Revenue ($ 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