科尔尼-公司简介及咨询顾问职业生涯发展

1、Wysza Szkoa Przedsibiorczoci i Zarzdzania im. Leona Komiskiegow Warszawie“Strategic managementconsulting the A.T. Kearney perspective”PresentationWarsaw, May 28, 2001an EDS companyAgendaOverview of management consultingA.T. Kearney as a strategic management consulting firmConsultants role in A.T. Ke

2、arneyThe future of management consultingOverview of management consultingOverview of management consultingToday, one is confronted with a variety of consultants . . . .Tax “consultants”Hair “consultants”Image “consultants”Color “consultants”Catering “consultants”What then, is “management consulting?

3、Overview of management consultingOne definition . . . .Management consulting=assisting management in facilitating change to gain and sustain competitive advantageOverview of management consultingCompanies engage management consultants for some not so goodseveral reasons some good,Some reasons why co

4、mpanies hire consultantsThe company does not have the necessary skills internally- Good reasonThe company has never confronted this situation before- Good reasonManagement needs fresh ideas and a new perspective- Good reasonManagement wants the consultant to confirm its ideas- Not-so-good reasonEver

5、yone in the company is too busy- Not-so-good reasonManagement needs a “tie breaker”- Not-so-good reasonOverview of management consultingWhy does management consulting seem to be growing in importance?The nature of business is changing so rapidly that companies Cannot provide for every eventuality in

6、 the organizational structure Find it difficult to maintain permanent staff functionsCompanies need “tailored” solutions to remain competitive in an increasingly global marketplaceThe high cost of what management consulting provides can only be justified by companies on an outsourced, as needed basi

7、sOverview of management consultingWhy 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 modeUnfortunately, most business schools do not P

8、repare managers for “exceptions” in business situations Teach real project managementOverview of management consultingThe major global management consulting firms concentrate in three areas of consulting; A.T. Kearney, together with EDS, cover the whole spectrumOperationsInformation technologyStrate

9、gyCorporate strategy Strategic business units e-business strategy Production strategy Distribution strategy Market entry strategyRestructuringProcess optimalization Change managementBusiness process reengineering Strategic sourcingSupply chain management Service level improvement BenchmarkingOrganiz

10、ation restructuringSystem strategy creationInformation systems market analysisSelecting appropriate IT solutionsInplementation of selected IT solutionsAccentureMcKinseyMonitor, BCG, BainCSC IndexIBM ConsultingBooz Allen“Big Five” firmsA.T. Kearney (EDS)Overview of management consultingThe world cons

11、ulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.Consulting Industry Market Size and Growth RatesPer Annum Growth Rate (%)Market Size ($ B)$180 $160 $140 $120 $100 $80 $60 $40 $20 $0 25,0% 21,9%$159$146 17,7%13220,0%$117$10015,0%16,8%$89$73 12,9% 12,1%

12、10,7%9,0%5,0%0,0%1997199819992000200120022003Source: The Global Consulting Marketplace:Key Data, Forecasts & Trends 2000 Edition, Kennedy InformationResearch Group. Chart pertains to the market for consulting firms independent of hardware/software organizationsIT projects to represent over 50 percen

13、t of the market10,0%Overview of management consultingThe consulting services in Poland emerged after the transformation in 1989 with privatization; other segments of the market developed laterDevelopment of the consulting market in PolandPrivatization consultingAudit and legal servicesIT consultingH

14、igh value added consulting198919901991199219931994199519961997199819992000Start of the economic transformationOverview of management consultingThe development stages in Poland were significantly different than in Western Europe1990 - 19931994 - 19971998 - 2000Externaltrends Start of economic transfo

15、rmation Privatization of state ownenterprises 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

16、Consultants valueproposition Privatization Financial valuation Privatization/Due Dilligence IT consulting Restructuring Efficiency improvement Reorganization/Reengineering Strategy IT consultingMajor clientgroup State administration Largest Polish state-owned enterprises Foreign investors Foreign in

17、vestors Largest Polish, privately owned corporationsKey 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

18、 Quality standards Value added Global network RelationshipSource : A.T. KearneyOverview of management consultingThe consulting market in Poland is still significantly different than in other countriesDriversDifferencesLow sophistication of the market.ManyMarket dominated by financial and tax advisor

19、ypotential clients do not recognize the need for consulting servicesLocal consultancies enjoy important market position in PolandBrand names of global players not knownConsulting fees relatively higher in relation to personal costsDifferent product offerings and selling strategiesfor domestic and fo

20、r international clientsTwo groups of clients: International companies entering Poland Largest Polish companies of which many are state ownedNeed to transfer knowledge and experience from developed marketsLocal shortage of consulting andindustry knowledge and experienceOverview of management consulti

21、ngConsulting market in Poland is still dominated by financial and tax advisory servicesPercentage of companies using different consulting services34%Financial and tax advisoryQuality managementBusiness strategyHuman resourcesPublic relationsOtherDo not use consulting servicesSource : BOSS-Gospodarka

22、12%11%4%3%22%20%Overview of management consultingIn parallel to world-wide brands, local consultancies enjoy important market position in PolandPolish subsidiaries of global consultanciesLocal companiesDominant strategies: Focus on long-term relationship with client Focus on several key products / i

23、ndustriesDominant strategies Niche players Specialization in one product / industryKey success factors Global network Combination of industry and local knowledge Tangible resultsKey success factors Price Personal relationshipsTargeted client segment Small and medium enterprises State and local gover

24、nmentsTargeted client segment International companies Largest Polish corporations from strategic industriesProducts Off-the-shelf reports Company valuations Issuing prospectuses Feasibility studiesProducts Value added projectsOverview of management consultingClients can be split into two groups havi

25、ng different expectations regarding consulting servicesLocal clientsInternational clientsProducts Market entry strategies Distribution strategies Post merger integration of acquired local companies Efficiency improvement in acquired companiesProducts Strategy development Marketing strategies Restruc

26、turing Cost reduction IT systemsProjects sold mostly outside Poland (at the HQ level)Projects sold in PolandCo-operation characteristics Used to work with consultants Used to consulting fees Expect involvement of own staff Value added drivenCo-operation characteristics Used to work with consultants

27、Used to consulting fees Expect consultants to do “everything” Price drivenOverview of management consultingGlobal high-value-added consulting companies will have an advantage over local consulting companies because global companies- Can leverage worldwide intellectual capital and experience- Still h

28、ave necessary local capabilitiesGlobal capabilities and supportTraining and global project experience for local consultantsOn-line access to intellectual capital, data bases, benchmarksA.T. Kearney as a strategic management consulting firmA.T. Kearney as a strategic management consulting firmA.T. Ke

29、arney is one of the leading high-value-added strategic management consulting firms in the worldParisBrusselsFounded in 1926Amsterdam Warsaw DsseldorfLondonMadridTorontoClevelandInternational scope 65 offices in 34 countries Over 3000 consultantsOslo MilanCopenhagen Stuttgart StockholmWashingtonNew Y

30、orkBostonHong KongSingaporeBeijingTokyoSince 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 2001MunichBerlinPragueChicagoSan FranciscoLos AngelesPhoenixDallas MexicoAtlantaSince 1995, A.T. Kea

31、rney is part of EDS, the international leader in technology information80% of work for repeat clientsSao PauloAverage consultant work experience: 17 yearsMelbourneSydneyA.T. Kearney as a strategic management consulting firmA.T. Kearney is one of the few high-value-added management consulting firms w

32、hich possesses the full range of consulting servicesComplete setof consulting skillsCore competenciesPost merger integrationBusiness and marketing strategyStrategy sourcingTransforming the enterpriseRestructuringPhysical distribution & logisticsTechnology managementOperations redesign Process & stru

33、ctureChange managementMulti-functional bemchmarkingA.T. Kearney as a strategic management consulting firmA.T. Kearney is committed to delivering tangible and measurable “bottom-line”results for our clientsSample of Recent ClientsRepresentative Annual Results AchievedFederal Express$500 MillionAmerit

34、ech Anglian BTCarrefour CasinoEuro Disney Galeries Lafayette General Motors House of Fraser Johnson & Johnson KeeblerKellogg Metro Monoprix Nabisco Nomura PepsiCo Promodes Prudential Quelle Sears Shell Sprint Unilever Wal-mart“A.T. Kearney has helped enormously to address our key issues We have plan

35、ned and implemented cost reduction programs that will return over half a billion dollars” Fred Smith, CEO, Federal Express“in sharpest contrast A.T. Kearney consultants helped engineer one of the most stunning corporate turnarounds in recent memory” (Excerpt about Sears success working with A.T. Kea

36、rney, review of Dangerous Company in Fortune, August 18, 1997)Sears$750 Million“We wanted consultants who wouldnt just give us advice and walk away” John Rose, CEO, Rolls-RoyceRolls-Royce$750 millionMarks &Spencer$250 million“The Kearney work has made us radically re-think our approach to the busine

37、ss. We wouldnt have done that otherwise” Marks & Spencer SupplierGeneral Motors$3.5 Billion“A.T. Kearney is really the father of our global purchasing system.” “They are our achievement consultants” Jack Smith, CEO, GMA.T. Kearney as a strategic management consulting firmA.T. Kearney is the global l

38、eader in client satisfactionSource: Louis Harris Survey, 1998A.T. Kearney94%KPMG Peat Marwick82%Price Waterhouse80%McKinsey & Company79%Andersen Consulting79%Booz-Allen & Hamilton77%Boston Consulting75%IBM74%CSC Index71%0%10%20%30%40%50%60%70%80%90%100%A.T. Kearney as a strategic management consulti

39、ng firmA.T. Kearney is a leader in the field of Integrated Supply Chain ManagementSelected ExamplesSeminars, Research and Leadership Delivered keynote address at the 1999 NRF annual conference on and leadership practices in drivingsuccess through consumer-focused supply chains Co-sponsored Asia LOGI

40、CON conference for senior logistics professionals (1999) Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific region Presented research findings on issues, bottlenecks and IT-related concerns of the Asian supply chain Featured presenter for the Council of Logisti

41、cs Management: “Why Effective Partnerships Require a Clear Supply Chain Strategy” Delivered keynote address at 1999 Strategic Electronic Commerce Conference, an EDS-sponsored conference Featured speaker at AsiaPorts 1998 conference - “How Shifting Global Sourcing Patterns Are Impacting Port Operatio

42、ns” Hosted CEO Forum on “Challenges in the Digital Future in the 21st Century”, with topics including digital supply chain opportunities and digital demand management Sponsoring future supply chain industry seminars: Global Excellence in Operations with Fortune (2000) 2000 Supply Chain Management Co

43、nference” (2000) A.T.Kearney/European Logistics Association: Insight to Impact. Results of the Fourth QuinquennialEuropean Logistics Study 1999“ White papers and research studies A.T. Kearney has been cited in several articles on supply chain management Leadership Past President of Council of Logist

44、ics Management Past President of Canadian Association of Logistics ManagementA.T. Kearney as a strategic management consulting firmA.T. Kearney facilitates new thinking on the future of the Retail/Consumer Products industry through several forumsSelected ExamplesWorld EconomicForumThought Leadership

45、 Lead the EDS/GMA Future Forces Roundtable, held annually Bring together the CEOs and Presidents of the leading grocery manufacturers and retailers Facilitate discussions on future of technology and science Help to bring together new breakthrough thinking e.g. UCCNet was formed based on the actions

46、set out in the 1998 Future Forces meeting. A.T. Kearney is active with the World Economic Forum on several levels A.T. Kearney leads the Food and Beverage Governors Meetings in Davos Switzerland as part of theWorld Economic Forums annual meeting Publishes annual white papers on advanced topics of in

47、terest to food and beverage executives as part of the World Economic Forum proceedings A.T. Kearney participates with Grocery Manufacturers of America on several fronts Facilitate Top-to-Top meetings at the annual Greenbrier CEO Conference (1999, 2001) Master of Ceremonies at the annual Information

48、Systems, Logistics and Distribution conference (1997, 2001) Facilitate key issues forums with executive members (Presidents meeting (2000), Board of Directors (1999,2000)A.T. Kearney as a strategic management consulting firmIn addition to a market leading reputation in supply chain, A.T. Kearney has

49、 also delivered significant IT enabled transformation initiatives Assessed Delphi Automotive in implementing a “value capture” program for all modules of SAP/R3, for 50 sites throughout Europe, identifying over $28MM in incremental savings Aligned business and IT strategies with core processes, and

50、leveraged existing ERP investments to derive additional business value; 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 managemen

51、t 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 reduction and sourcing as a result of their SAP implementation

52、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 organization to improve efficiency and effectiveness Assist

53、ed 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 improve operational efficiency and effectiveness Reinven

54、ted 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 Restructured business and IT processes for better alignment, and assisted in outsourcing