【精品文檔】科爾尼-公司簡介及咨詢顧問職業(yè)生涯發(fā)展.ppt

Strategicmanagementconsulting theA T Kearneyperspective Warsaw May28 2001 Wy szaSzko aPrzedsi biorczo ciiZarz dzaniaim LeonaKo mi skiegowWarszawie Presentation anEDScompany Agenda OverviewofmanagementconsultingA T KearneyasastrategicmanagementconsultingfirmConsultant sroleinA T KearneyThefutureofmanagementconsulting Overviewofmanagementconsulting Today oneisconfrontedwithavarietyofconsultants Tax consultants Hair consultants Image consultants Color consultants Catering consultants Whatthen is managementconsulting Overviewofmanagementconsulting Onedefinition Managementconsulting assistingmanagementinfacilitatingchangetogainandsustaincompetitiveadvantage Overviewofmanagementconsulting Companiesengagemanagementconsultantsforseveralreasons somegood somenotsogood SomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally GoodreasonThecompanyhasneverconfrontedthissituationbefore GoodreasonManagementneedsfreshideasandanewperspective GoodreasonManagementwantstheconsultanttoconfirmitsideas Not so goodreasonEveryoneinthecompanyistoobusy Not so goodreasonManagementneedsa tiebreaker Not so goodreason Overviewofmanagementconsulting Whydoesmanagementconsultingseemtobegrowinginimportance ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityintheorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed tailored solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced asneededbasis Overviewofmanagementconsulting Whydoestherecontinuetobeademandformanagementconsulting MostcompaniesdonotknowhowtoAnalyze themselves inanobjectivewaywhenbusinesssituationschangesignificantlyOperateinatemporary projectmodeUnfortunately mostbusinessschoolsdonotPreparemanagersfor exceptions inbusinesssituationsTeachrealprojectmanagement Overviewofmanagementconsulting Informationtechnology Operations Strategy SystemstrategycreationInformationsystemsmarketanalysisSelectingappropriateITsolutionsInplementationofselectedITsolutions ProcessoptimalizationChangemanagementBusinessprocessreengineeringStrategicsourcingSupplychainmanagementServicelevelimprovementBenchmarkingOrganizationrestructuring CorporatestrategyStrategicbusinessunitse businessstrategyProductionstrategyDistributionstrategyMarketentrystrategyRestructuring Themajorglobalmanagementconsultingfirmsconcentrateinthreeareasofconsulting A T Kearney togetherwithEDS coverthewholespectrum McKinsey Monitor BCG Bain BoozAllen Accenture CSCIndex IBMConsulting BigFive firms Overviewofmanagementconsulting ConsultingIndustryMarketSizeandGrowthRates MarketSize B PerAnnumGrowthRate Source TheGlobalConsultingMarketplace KeyData Forecasts Trends2000Edition KennedyInformationResearchGroup Chartpertainstothemarketforconsultingfirmsindependentofhardware softwareorganizations ITprojectstorepresentover50percentofthemarket Theworldconsultingmarketisestimatedat 117billionandischaracterizedbyadouble digitannualgrowth Overviewofmanagementconsulting TheconsultingservicesinPolandemergedafterthetransformationin1989withprivatization othersegmentsofthemarketdevelopedlater DevelopmentoftheconsultingmarketinPoland Privatizationconsulting Auditandlegalservices ITconsulting Highvalueaddedconsulting Startoftheeconomictransformation Overviewofmanagementconsulting ThedevelopmentstagesinPolandweresignificantlydifferentthaninWesternEurope Source A T Kearney 1998 2000 1994 1997 1990 1993 Externaltrends StartofeconomictransformationPrivatizationofstateownenterprises FastgrowthoftheeconomyDevelopmentofthefreemarketinstitutions e g stockexchange Acquisitionsbyforeigninvestors ConsolidationoftheeconomyIncreasedcompetitivepreasureAcquisitionsandpostmergerintegrationsBigticketprivatizations Consultants valueproposition PrivatizationFinancialvaluation Privatization DueDilligenceITconsultingRestructuring EfficiencyimprovementReorganization ReengineeringStrategyITconsulting Keyplayers SmallPolishcompaniesSmallerforeigncompaniesspecializedinfinancial privatizationconsulting BigfiveSpecializedPolishcompanies BigfiveA T KearneyMcKinseyBCG Keyfactorsforsuccess RelationshipsPrices LocalknowledgeQualitystandards ValueaddedGlobalnetworkRelationship Majorclientgroup StateadministrationLargestPolishstate ownedenterprises Foreigninvestors ForeigninvestorsLargestPolish privatelyownedcorporations Overviewofmanagementconsulting TheconsultingmarketinPolandisstillsignificantlydifferentthaninothercountries Differences Drivers Lowsophisticationofthemarket ManypotentialclientsdonotrecognizetheneedforconsultingservicesBrandnamesofglobalplayersnotknownConsultingfeesrelativelyhigherinrelationtopersonalcostsTwogroupsofclients InternationalcompaniesenteringPolandLargestPolishcompaniesofwhichmanyarestateownedLocalshortageofconsultingandindustryknowledgeandexperience MarketdominatedbyfinancialandtaxadvisoryLocalconsultanciesenjoyimportantmarketpositioninPolandDifferentproductofferingsandsellingstrategiesfordomesticandforinternationalclientsNeedtotransferknowledgeandexperiencefromdevelopedmarkets Overviewofmanagementconsulting ConsultingmarketinPolandisstilldominatedbyfinancialandtaxadvisoryservices Percentageofcompaniesusingdifferentconsultingservices Source BOSS Gospodarka Financialandtaxadvisory Qualitymanagement Businessstrategy Humanresources Publicrelations Other Donotuseconsultingservices Overviewofmanagementconsulting Inparalleltoworld widebrands localconsultanciesenjoyimportantmarketpositioninPoland Polishsubsidiariesofglobalconsultancies Dominantstrategies Focusonlong termrelationshipwithclientFocusonseveralkeyproducts industriesKeysuccessfactorsGlobalnetworkCombinationofindustryandlocalknowledgeTangibleresultsTargetedclientsegmentInternationalcompaniesLargestPolishcorporationsfromstrategicindustriesProductsValueaddedprojects DominantstrategiesNicheplayersSpecializationinoneproduct industryKeysuccessfactorsPricePersonalrelationshipsTargetedclientsegmentSmallandmediumenterprisesStateandlocalgovernmentsProductsOff the shelfreportsCompanyvaluationsIssuingprospectusesFeasibilitystudies Localcompanies Overviewofmanagementconsulting Clientscanbesplitintotwogroupshavingdifferentexpectationsregardingconsultingservices Internationalclients Localclients ProductsMarketentrystrategiesDistributionstrategiesPostmergerintegrationofacquiredlocalcompaniesEfficiencyimprovementinacquiredcompaniesProjectssoldmostlyoutsidePoland attheHQlevel Co operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectinvolvementofownstaffValueaddeddriven ProductsStrategydevelopmentMarketingstrategiesRestructuringCostreductionITsystemsProjectssoldinPolandCo operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectconsultantstodo everything Pricedriven Overviewofmanagementconsulting Globalhigh value addedconsultingcompanieswillhaveanadvantageoverlocalconsultingcompaniesbecauseglobalcompanies Canleverageworldwideintellectualcapitalandexperience Stillhavenecessarylocalcapabilities Globalcapabilitiesandsupport On lineaccesstointellectualcapital databases benchmarks Trainingandglobalprojectexperienceforlocalconsultants Overviewofmanagementconsulting A T Kearneyasastrategicmanagementconsultingfirm Foundedin1926Internationalscope65officesin34countriesOver3000consultantsSince1996 A T KearneyisthesecondlargeststrategicmanagementconsultingfirmintheworldOver3000projectsengagementsperyear1 4blnUSDturnoverin2001Since1995 A T KearneyispartofEDS theinternationalleaderintechnologyinformation80 ofworkforrepeatclientsAverageconsultantworkexperience 17years Tokyo Chicago NewYork Madrid London D sseldorf Milan Amsterdam Brussels Munich Stuttgart Beijing Singapore Stockholm Oslo Copenhagen HongKong SaoPaulo Melbourne Sydney Berlin Toronto Boston Cleveland Washington Paris A T Kearneyisoneoftheleadinghigh value addedstrategicmanagementconsultingfirmsintheworld Warsaw Prague A T Kearneyasastrategicmanagementconsultingfirm A T Kearneyisoneofthefewhigh value addedmanagementconsultingfirmswhichpossessesthefullrangeofconsultingservices Completesetofconsultingskills A T Kearneyasastrategicmanagementconsultingfirm Corecompetencies SampleofRecentClients RepresentativeAnnualResultsAchieved AmeritechAnglianBTCarrefourCasinoEuroDisneyGaleriesLafayetteGeneralMotorsHouseofFraserJohnson JohnsonKeeblerKelloggMetroMonoprixNabiscoNomuraPepsiCoPromodesPrudentialQuelleSearsShellSprintUnileverWal mart A T Kearneyhashelpedenormouslytoaddressourkeyissues Wehaveplannedandimplementedcostreductionprogramsthatwillreturnoverhalfabilliondollars FredSmith CEO FederalExpress insharpestcontrast A T Kearneyconsultantshelpedengineeroneofthemoststunningcorporateturnaroundsinrecentmemory ExcerptaboutSearssuccessworkingwithA T Kearney reviewofDangerousCompanyinFortune August18 1997 TheKearneyworkhasmadeusradicallyre thinkourapproachtothebusiness Wewouldn thavedonethatotherwise Marks SpencerSupplier A T Kearneyisreallythefatherofourglobalpurchasingsystem Theyareourachievementconsultants JackSmith CEO GM Wewantedconsultantswhowouldn tjustgiveusadviceandwalkaway JohnRose CEO Rolls Royce A T Kearneyiscommittedtodeliveringtangibleandmeasurable bottom line resultsforourclients A T Kearneyasastrategicmanagementconsultingfirm Source LouisHarrisSurvey 1998 A T Kearneyisthegloballeaderinclientsatisfaction A T Kearneyasastrategicmanagementconsultingfirm A T KearneyisaleaderinthefieldofIntegratedSupplyChainManagement Deliveredkeynoteaddressatthe1999NRFannualconferenceonandleadershippracticesindrivingsuccessthroughconsumer focusedsupplychainsCo sponsoredAsiaLOGICONconferenceforseniorlogisticsprofessionals 1999 AddressedsupplychainstrategiesandovercominglogisticsobstaclesfortheAsia PacificregionPresentedresearchfindingsonissues bottlenecksandIT relatedconcernsoftheAsiansupplychainFeaturedpresenterfortheCouncilofLogisticsManagement WhyEffectivePartnershipsRequireaClearSupplyChainStrategy Deliveredkeynoteaddressat1999StrategicElectronicCommerceConference anEDS sponsoredconferenceFeaturedspeakeratAsiaPorts1998conference HowShiftingGlobalSourcingPatternsAreImpactingPortOperations HostedCEOForumon ChallengesintheDigitalFutureinthe21stCentury withtopicsincludingdigitalsupplychainopportunitiesanddigitaldemandmanagementSponsoringfuturesupplychainindustryseminars GlobalExcellenceinOperations withFortune 2000 2000SupplyChainManagementConference 2000 A T Kearney EuropeanLogisticsAssociation InsighttoImpact ResultsoftheFourthQuinquennialEuropeanLogisticsStudy1999 WhitepapersandresearchstudiesA T KearneyhasbeencitedinseveralarticlesonsupplychainmanagementLeadershipPastPresidentofCouncilofLogisticsManagementPastPresidentofCanadianAssociationofLogisticsManagement Seminars ResearchandLeadership A T Kearneyasastrategicmanagementconsultingfirm A T KearneyfacilitatesnewthinkingonthefutureoftheRetail ConsumerProductsindustrythroughseveralforums ThoughtLeadership LeadtheEDS GMAFutureForcesRoundtable heldannuallyBringtogethertheCEO sandPresidentsoftheleadinggrocerymanufacturersandretailersFacilitatediscussionsonfutureoftechnologyandscienceHelptobringtogethernew breakthrough thinkinge g UCCNetwasformedbasedontheactionssetoutinthe1998FutureForcesmeeting A T KearneyisactivewiththeWorldEconomicForumonseverallevelsA T KearneyleadstheFoodandBeverageGovernor sMeetingsinDavosSwitzerlandaspartoftheWorldEconomicForumsannualmeetingPublishesannualwhitepapersonadvancedtopicsofinteresttofoodandbeverageexecutivesaspartoftheWorldEconomicForumproceedingsA T KearneyparticipateswithGroceryManufacturersofAmericaonseveralfrontsFacilitateTop to TopmeetingsattheannualGreenbrierCEOConference 1999 2001 MasterofCeremoniesattheannualInformationSystems LogisticsandDistributionconference 1997 2001 Facilitatekeyissuesforumswithexecutivemembers Presidentsmeeting 2000 BoardofDirectors 1999 2000 WorldEconomicForum A T Kearneyasastrategicmanagementconsultingfirm AssessedDelphiAutomotiveinimplementinga valuecapture programforallmodulesofSAP R3 for50sitesthroughoutEurope identifyingover 28MMinincrementalsavingsAlignedbusinessandITstrategieswithcoreprocesses andleveragedexistingERPinvestmentstoderiveadditionalbusinessvalue LeveragedITassetsbyestablishingITsharedservicescapabilitiesDevelopedacomprehensiveE Business landscape andcompetitivestrategy thenassessedandrealignedERPprioritiestosupportglobalpurchaseordermanagementandsupply chainstrategiesAssistedHPinconductinganSAPpost implementationaudit recapturingover 19MMinnetsavingsIdentifiedover 250MMinunrealizedbusinessbenefitsinoperationsoptimization fleetproductivity staffreductionandsourcingasaresultoftheirSAPimplementationPre mergerassessmentincludingtheERPintegrationoftwoglobalmulti billiondollarorganizationsandcreationoffinancialandHRsharedservicesorganizations identified 52MMinITrun ratereductionsRestructuredandconsolidatedITorganizationtoimproveefficiencyandeffectivenessAssistedwithfunctionalandoperationalrequirementsanalysis ERPprogrammanagement globalERPconsolidation andERPglobaltemplatedesignandintegrationAssistedwithglobalrestructuringandconsolidationofITorganizationsandsystems toimproveoperationalefficiencyandeffectivenessReinventedITorganization processes andinfrastructureaspartofpost mergerintegrationwithBankofAmericaAlignedandstreamlinedbusinessandITprocessesandsystems developedanITarchitecture blueprint forallenterpriseapplicationsRestructuredbusinessandITprocessesforbetteralignment andassistedinoutsourcingcertainITfunctionstomodernizetheITinfrastructure developedtheITblueprinttoleverageERPsystems Inadditiontoamarketleadingreputationinsupplychain A T KearneyhasalsodeliveredsignificantITenabledtransformationinitiatives A T Kearneyasastrategicmanagementconsultingfirm A T KearneyistherecognizedEuropeanleaderinseveralindustries Majorclientsperpractice DeutscheBankBNLBarclaysSocieteGeneraleAXA Financialinst Rohm HaasArjoWigginsBASFPechineyBP Amoco Chemicals O G FIATGroupVWGMEuropeDaimlerChryslerRenault Automotive FranceTelecomSiemensDeutscheTelekomLucentPhilips Comm hi tech VEBA VIAGDrewagMainovaENELENBW Neckar Utilities CarrefourMarks SpencerGalerieLafayetteUnileverAuchan Consumer retail RollsRoyceplc Aerospace GambroQuintilesMerckHenkel Pharma health SAirGroupAirFranceLufthansaKLMDeutscheBahn Transportation A T Kearneyasastrategicmanagementconsultingfirm A T KearneyhaswideexperienceinmanyindustrysectorsinPoland A T Kearneyasastrategicmanagementconsultingfirm AutomotiveEnergyChemicalBankingInsuranceTelecommunicationsLogisticsanddistributionPublishingSteel Fast movingconsumergoodsRetirementfundsFoodMiningShipbuildingCapitalmarketsMediaRealestateGovernmentinstitutions ExamplesofprojectsrealizedbyA T KearneyinPoland NumberonePolishpublisher Leadingshippingcompany MajorScandinavianbank Leadingautomotivecomponentsmanufacturer StrategyMISOrganisationalstructure Governmentalassistanceprogrammedevelopment Marketentrystrategy SAPimplementation Publishing Transportation FinancialInstitutions Automotive Industry Client Project Mobiletelephonyprovider OperationsimprovementBusinessmarketdiagnosticsLoyaltyprogram Telecom Alternativefixedlinetelephonyprovider BusinessplanningforregionalmarketsProjectmanagement Telecom A T Kearneyasastrategicmanagementconsultingfirm Consultant sroleinA T Kearney Becomingagoodmanagementconsultantrequirestime experienceandcertainkeyskills Businesseducation Businessexperience Managementbackground Technicalbackground Consultingexperience Writtenandoralskills Analyticalskills Creativethinking ManagementConsultingCapability Consultant sroleinA T Kearney Sixkeyrules mustbefollowedbyeverygoodmanagementconsultant Knowwhatyou redoing Don tactbeyondyourcapabilitiesContinuallyaddvaluecommensuratewithyourskillandclientexpectationsKeeptotheagreed uponprojectscopeHoldclientinformationstrictlyconfidentialBeethicalatalltimes Source AndrewThomasKearney founderofA T Kearney Consultant sroleinA T Kearney Inadditionto time experienceandbasicskills thegoodconsultantrequiresthreedisciplinedcoreconsultingcapabilities Proposalwriting sellingtheassignmentProjectmanagement conductingtheassignmentReportwriting theproduct Consultant sroleinA T Kearney FeelthatIbelongandampartofsomethinggood ReliablenetworkofpeopleAppreciationofuniquetalentsCommunicateATK sdirectionandstrategytoallemployeesExplaininghowtogetproblemsresolvedRespectemployeesbyprovidingtimelyandintelligentinformation Constantlygrow learnanddevelop InterestingmixofworkGoodprojectexperiencesConstructivefeedbackUnderstandingthemeasurementprocessOpportunitiestodevelopUpwardfeedbackinitiatives Beabletobalanceworkandlife ProvideamorebalancedqualityoflifeTailorworkrequirementstoindividualneedsServicestohelpbalanceworkandpersonallife 434U Vacationbuy backprogram Part timeprogram Conciergeservices Workhard berewardedwell ProvideappropriatecompensationsacknowledgesthedemandsofthebusinessBeingrecognizedforoutstandingperformanceProvideinputintocompensationinitiativesSalaryincreasesformid yearpromotionsServiceincentiveprogramsPrincipalLTIoptions A T Kearneyadherestofourkeypointstohireandretainthebestconsultingtalent Wealth Growth Pride Teaming Source GPTW Consultant sroleinA T Kearney Thefutureofmanagementconsulting TheGlobalConsultingMarketbyMajorRegion NorthAmerica WesternEurope Asia Pacific LatinAmerica RestofWorld Region 19982003CAGR MarketSize B CAGR NorthAmericaandWesternEuropeareprojectedtobetheleadinggrowthmarkets Source TheGlobalConsultingMarketplace KeyData Forecasts Trends2000Edition KennedyInformationResearchGroup Chartpertainstothemarketforconsultingfirmsindependentofhardware softwareorganizations Thefutureofmanagementconsulting GlobalConsultingMarketSizeandGrowthRatesbyVerticalIndustry Billions 1998IndustrySize 20 1998 2003CAGR 15 10 5 5 10 15 20 Manufacturing 33 2 FinancialServices 33 8 Government 15 3 Communications 19 8 Wholesale Retail 11 9 Healthcare 7 9 Energy OilandGas 9 9 HighTechnology 8 0 Utilities 7 3 BusinessServices 3 6 Transportation 2 5 Med Ent Pub 2 9 Miscellaneous 2 4 Traditionalindustrieswillcontinuetogrow Thefutureofmanagementcon