【管理類(lèi)】管理咨詢(xún)經(jīng)典

【管理類(lèi)】管理咨詢(xún)經(jīng)典12020年5月25日星期一AGENDAIntroduction/ExpectationsEpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)?2020/5/24星期日AGENDAIntroduction/ExpectationsEpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)?2020/5/24星期日zccy:MISSIONANDVISION?OurMission:Helpingourclientscreatetheirfuture.?OurVision:oftheworld'panies,bringinginnovationstoimprovethewaytheworldworksandlives.Tobecomeone?2020/5/24星期日zccy:COREVALUES?QualityClientService–Understandandmeetclientexpectations100percentofthetime.?OneGlobalFirm–Acttoenhancethecollectivevaluesoftheglobalpartnership,whilesustaininglocalculture.?Integrity–Actwithopennessandhonesty.Always.?Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow.?BestPeople–Apetentandmakeacommitmenttoexcellence,teamwork,andthesuccessofourclients.?RespectfortheIndividual–Treateachpersonaswewouldliketobetreated.?2020/5/24星期日zccy:IMPORTANTMILESTONES?1989?AndersenConsulting?1997?AndersenConsultingcreatesaglobalbecomesaseparatebusinessunitfromArthurAndersenmunications-focusedsolutioncentersinanefforttosetthestandardforspeedandqualityofperformance?$1.6billion?21,400employees?$6.6.Billion?53,000employees?1991?Horizon2000Initiativeto?1998?$8.3billion?65,000employeesdevelopmissionandstrategicplan?$2.3billion?25,000personnel?2000?JoeForehandbecomesManagingPartnerroducesthe100DayPlan?1993?AndersenConsultingissues?AndersenConsultingwinsarbitrationagainstArthurAndersenitsfirstannualreport?$2.9billion?27,000employees?zccy,formerlyknownasAndersenConsulting?2020/5/24星期日zccyGLOBALLYEmployees:over65,000Countries:48Revenue?99:8,9BillionUSDClients:?ThevastmajorityofFortune30mostpanies?Nearly75%ofFortune200globalcompanies?100ofthemostsignificant“IndustryStandard”Ipanies?2020/5/24星期日zccy:DEVELOPMENTOFREVENUES?(U.S.Billions)?$8,3?$6,64?$5,307?$4,2242?$3,452?$2,876?1993?1994?1995?1996?1997?1998?2020/5/24星期日zccy:GLOBALPERSONNELGROWTH?65,134?44,801?53,426?38,027?32,711?1994?1995?1996?1997?1998?2020/5/24星期日?zccyINASG?ASG–Austria,Switzerland,Germany?Hamburg?Düsseldorf?Berlin?EMEAI?Frankfurt?München?Americas?Zürich?Wien?Asia/Pacific???2,750Employees7OfficesRevenues:1,24Mrd.DM?2020/5/24星期日GlobalCompetitiveOverview?Strategy?Organization?Processes?InformationTechnology?BusinessProcess?Management?(Outsourcing)?AndersenConsulting?IBM?ComputerSciences?EDS?McKinsey?BostonConsulting?BoozAllen?DigitalEquipment?CapGeminiSogeti?UNISYS?2020/5/24星期日zccy:MARKETUNITS?FinancialServices?Banking?HealthServices?Insurance?Products?Automotive,IndustrialEquipment,Travel&Transportation?Consumer&PharmaceuticalProducts?Retail?Communications&HighTech?Communications?Electronics&HighTech?Media&Entertainment?Resources?Chemicals?Energy&NaturalResources?Utilities?Government?2020/5/24星期日zccy:SAMPLECLIENTLIST?2020/5/24星期日AGENDAIntroduction/ExpectationsEpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)?2020/5/24星期日NATURE,TRENDS,CAREERS?Natureandpurposeofconsulting?Recenttrendsandcurrentchallenges?Staffandcareerpathsinconsulting?2020/5/24星期日NATUREANDPURPOSEOFCONSULTING?NatureandPurposeofConsulting?Definitionof?Consulting“????????BohistoryDifferenttypesofconsultingConsultingmarketoverviewConsultant:ProfessiondescriptionConsultingstrategiesScessReasonsforclientstohireexternalconsultantsGuidelinesfortheclient-consultantrelationship?2020/5/24星期日DEFINITIONOFCONSULTING?DefinitionofConsulting??Tvideexpertcounsel.“(IKS)??Cvidesvaluebydiagnosing,strategizing,designing,constructing,integrating,operating,orimplementingsolutions.Consultingutilizesrelevantknowledge,egrityandobjectivity,inbothexpertandadvisoryroles.“(ConsultingServicesTeam)??Consultingiswhateveraconsultantdoes."(CambridgeComputerServices)?2020/5/24星期日CONSULTINGHISTORY(1/2)?????????????Bohistory1532188618951909FoundationofArthurD.Little,Inc.1911191119121914E.BoozsetsupBusinessResearchServices1925J.O.McKinseystartshisConsultingfirm1934Urwick,Orr&Partners:Managementistlehr-undlernbar19391947FoundationoftheTravistockInstituteMacchiavelli?s?IlPrincipe“Foundationofthe?analyticaltestlab“byArthurD.Little?Apieceratesystem“byF.Taylor?Theprinciplesofscientificmanagement“byF.Taylor?MotionStudy“byF.Gilbreth?ConsultingFirms“byF.GilbrethPeterDrucker?Theendofeconomicman“?2020/5/24星期日CONSULTINGHISTORY(2/2)???Bohistory19491950MarvinBowerbecomesCEOofMcKinseyandstartswiththeexpansion1951FirstDeming-AvardforQualityinJapan1954FoundationoftheBDU19541957195919601963FoundationofBostonConsultingGroup1965FoundationofthefirsttwoBusinessUniversitiesinGreatBritainRobertWiener?Cybernetics“??????PeterDrucker:?Thepractiseofmanagement“Argyris:?PersonalityandOrganization“Herzberg,Mausner,Snyderman:?Themotivationtowork“McGregor:?Thehumansideofenterprise“,Maslow:?MotivationandPersonality“???2020/5/24星期日EVOLUTIONOFCONSULTINGFOCUS??QualityManagement?LeanManagement?Re-engineering?ERPprojects?WebTechnology?E-Commerce?CRM?M-Commerce?Strategy?198019851990199520002005?2020/5/24星期日TYPESOFCONSULTING?DifferenttypesofmanagementconsultingStrategy?Adviceandcounselaboutcorporate-levelorbusiness-unitstrategiesOperationsManagement?FductivityofhowabusinessworksHumanResources?Compensationandbenefitsadvice,attracting,motivating,andretaininghighqualityemployeesInformationTechnology?Design,implement,testandroll-outnewITorinstallandoperatemassivepackagedsoftware"solutions“.?2020/5/24星期日STRATEGYVS.IT-CONSULTING?WorldwideProfessionalServicesMarket?$600?$500?$85?18%annualgrowth?$400?PureStrategy?$300?$45?IT-relatedService?$475?$200?$100?$250?$5?$25?$0?$billions?1990?1999?2003?Source:Dataquest?2020/5/24星期日GERMANCONSULTINGMARKETOVERVIEW?GermanConsultingmarketoverview?1998:62.500Management-,Personnel-andIT-Consultants(BDUe.V.)?13.200ConsultingCompanies?Totalrevenues:18,8bn.DM(BDUe.V.)??1999:64.500Management-,Personnel-andIT-Consultants(BDUe.V.)?14.300ConsultingCompanies?Totalrevenues:21,3bn.DM(BDUe.V.)?2020/5/24星期日TOP20CONSULTINGCOMPANIESWORLDWIDE?2020/5/24星期日TOP30CONSULTINGCOMPANIESINGERMANY?2020/5/24星期日?Source:LünendonkConsultancy+ResearchGbR,HamburgWHEREDOYOUWANTTOGOTODAY???AscenefromLewisCarroll's"Alice'sAdventuresInWonderland",whenAliceaskstheCheshirecatfordirections,anizationwantstobeinthefuture.?"Wouldyoutellme,please,whichwayIoughttogofromhere?"asksAlice."Thatdependsagooddealonwhereyouwanttogetto,"saidtheCat."Idon'tmuchcarewhere."saidAlice."Then,itdoesn'tmatterwhichwayyougo."saidtheCat.?2020/5/24星期日REASONSTOHIREEXTERNALCONSULTANTS(1/2)?Reasonsforclientstohireexternalconsultants(1):Epaniesarenotreadyforthepaceglobalizationandvanishingmarketbarrierstheyface->needConsultantswithbroadmarket/industryknowledgeIncreasingM&Aactivities->HplexityoftransactionsandtasksrelatedtoPostMergerIntegrationChallengesofthehightechenvironment:employeesarewhollyoccupiedwithdailyworkanddon?thavethetimetothinkaboutinnovationsChangingworkingenvironmentnecessitatecreativeandup-to-dateHRManagementDpaniestoenterthemarket.Inordertopositionandcompeteagainstformermonopoliststheyneedindustryrelatedconsultingexperience(+otherwayround,ex-monopoliststrytodefendthemselvesagainstnewmarketpanies)??????2020/5/24星期日REASONSTOHIREEXTERNALCONSULTANTS(2/2)?Reasonsforclientstohireexternalconsultants(2):Crmationonatrulyglobalbasis(KnowledgeExchange)Widespreadacceptanceofusingconsultantstogainoutsideexpertise.Rapidtechnologicalchange.Movementtoenterprisewidesolutions.Lackofin-houseexpertiseinProcesses,technologies,industrybestpractices,andprojectmanagement.??????2020/5/24星期日BENEFITSOFUSINGCONSULTANTS??Subjectmatterexpert:Aconsultantwillsavetimeandmoneybyarrivingtoasolutiontotheclient?sneedsatafasterpacebecauseofpastextensiveknowledgeandexperienceindealingwithotherbusinessowners.Objectivepointofview:Aconsultantwillbringarefreshingoutsidepointofviewtotheclient?scompany,blemsorreachfastersolutions.Educate,inform:Armtheclientasthetaskpleted.Spetition:Thisisessentialtopanygoals.Apanygoalsfasterandeasier.Offerinnovativeideas??????2020/5/24星期日WORKANDLIFESTYLECHARACTERISTICS???????????WorkatclientsiteWorkinteamenvironmentWorkwithavarietyofclientsacrossindustriesAssessclientbusinessandtechnicalchallengesDevelopsolutionstomoveclientforwardEingEnrichinglearningexperienceCyclicalovertimeTravelVarietyofresponsibilitiesWorkwithtechnology?2020/5/24星期日TOP10WAYSTOKNOWYOUAREDATINGANCONSULTANT?10.Referredtothefirstmonthofyourrelationshipasa"diagnosticperiod."?9.Tcessflowwhendinnerarriveslate.?8.Referredtotheyieldofthetomatoplantsinyourhomegardenas"deliverables"?7.Congratulatesyourparentsforsuccessfulvaluecreation.?6.Triestocallroom-servicefromthebedroom.?5.Endsanyargumentbysaying,"let'stalkaboutthisoff-line."?4.Celebratesanniversarybyconductingaperformancereview.?3.Can'tbetrustedwiththecar-tooaccustomedtobeatinguprentals.?2.Valentine'sDaycardhasbulletpoints.?1.Referstolovemakingasa"win-win."?2020/5/24星期日NATURE,TRENDS,CAREERS?Natureandpurposeofconsulting?Recenttrendsandcurrentchallenges?Staffandcareerpathsinconsulting?2020/5/24星期日RECENTTRENDSANDCURRENTCHALLENGES???????????ChangingcustomerexpectationsIncreasingmarketpoweroftheTOPpaniesErmationtechnologySplitTax/Auditing-ConsultingStrategicAlliancesandStart-upPartnershipsNewsuppliersentertheconsultingmarketEpaniesITpaniesGet&retaintherightpeopleHowtofacethecurrentchallenges?2020/5/24星期日CHANGINGCUSTOMEREXPECTATIONS–SOMESTATEMENTS?"CTOsandothere-businessstrategistsdonotwanttohearmetellthemIcanhelpWeb-enabletheirbusiness.Thatisnotenough.TheywanttoknowhowIcanhelpthemtransformtheirbusiness."--ChuckBurns,globalseniorvicepresident,services,KPMG?"CTOestoselectingaconsultant.Wpeteagainstoneofthegiant,BigFivefirms...andeven,insomecases,anadvertisingormarketingagency."--ScottLochridge,principal,strategysolutionsgroup,DiaLogos?"Thedaysofblackmagicareover,Consultantscannolongergetawaywithjustwritingawhitepaperfortheclientandsaying,'OK,nowyoudowhatIsay.'”--JoseCampos,presidentofRapidinnovation?2020/5/24星期日CHANGINGCUSTOMEREXPECTATIONS??Customerexpectrealaddedvalue?StandardImplementationsaredecreasingwhileindividualend-to-endsolutionbecomemuchmoreimportant?UnsuccessfulERPimplementationsinthe90smadethecustomermoreawareofrisksandchallenges-->Customeraremuchmoresensitivetowhattheygetfortheirmoney?Resultsinnewpaymentschemeslike:?Fixedprice(especiallydonebysmaller/panies)?Riskandrewardsharing?Equitypayment?Paymentintermsof%-ageofactualvalueadded?Ontimedeliveryclausesincontract?2020/5/24星期日INCREASINGMARKETPOWEROFTHETOP20CONSULTINGCOMPANIES??Facts40TOPConsultingCompaniesincreasedtheirmarketshareinGermanyfrom42to45%AveragegrowthrateoftheTOPPlayer:~19,5%/p.a.SmallerCpanies:~4,0%/p.a.???Apaniesinordertodiversifytheirmarketoffer?PlannedpartlyIPOofKPMG,ArthurD.Little,AndersenConsultingalsoinvestigating?Increasingmarketpowerandinfluencethroughventures,e.g.-ACVenture-McKinsey?s“NewVenture”-RolandBerger&bmp?2020/5/24星期日SPLITTAX/AUDITING–REASONSANDCONSEQUENCES?Reasons?U.S.SecurityandExchangeCommission:CriticalifConsultingCpanyHighermarginsandgrowthratesinconsulting??Inabilityforconsultingparttoraisemoneybygoingpublicaslongastheyarepartofpanies?Consequences????Cpaniescanandwillgopublic(e.g.KPMG)NpaniesDcesswillaccelerate(increasingmarketingactivities)Repositioningneeds?2020/5/24星期日SPLITTAX/AUDITING-CONSULTING?Examples?AndersenConsultingvs.ArthurAndersen:ArbitrationDecisioninordertoallowAndersenConsultingtosplitfromArthurAndersenKPMG:????IPOofKPMGConsultingBusinessCiscotook20%stakeAnother20%fortheaccountingpart?HewlettPerestedtobuyPriceWaterhouseCoopers?ManagementandITConsultingpartCapGeminitobuyconsultingpieceofErnst&YoungA.T.KearneyandEDS???2020/5/24星期日STRATEGICALLIANCESOFzccy?2020/5/24星期日ALLIANCESANDPARTNERSHIPS:SOMEEXAMPLES??CapGemini:-SiebelSystems-IBM-SunMicrosystems-Microsoft?KPMG:-Compaq-Cisco-Microsoft-JDEdwards?CSC:-Peoplesoft-Broadvision-IBM-Lucent-Nokia?EDS:-SunMicrosystems-SAP-Oracle-Cisco?2020/5/24星期日NEWCOMPETITORSENTERTHECONSULTANTMARKET??NewSuppliersentertheconsultingmarketHardwaremanufacturers-HPalreadyincreasedtheirnumberofin-houseconsultantsto6.000+potentialPriceWaterhouseCooperspart?Ividers,e.g.PixelparkbuyingtheSwedishConsultingfirm“CellNetwork/Mandator”?Building?Inhouse-Consultingcapabilities“?-Siemens(SiemensBusinessSvidingERP,CRMimplementations)-SAPSystem-DeutscheTelekombuyingmajoritystakeinDebisSystemhaus?FinancialInstitutionsandTpanies?2020/5/24星期日EXPANSIONOFWELLKNOWNCONSULTINGCOMPANIES??ExpansionoftheTOPpaniesthroughM&A,alliances,venturesandstrategicpartnerships.?Chancetoexpandbusinessandopeningnewmarkets?AfterM&A,differentiationbecomescritical,thereforehighadvertisingbudgetsIPOStrategies:??RaisemoneyforeCommercestrategy?VentureCapitalfunds?Toattractpeople(competitivesalariesandpaymentstructures)?Examples:?CapGeminiacquiringErnst&Young?CapGeminibuyingSD&M?CSCPloenzketobuyKPMGFrance?2020/5/24星期日ITCONSULTINGATTHEESTABLISHEDCONSULTINGCOMPANIES??AseCommerceisacknowledgetobeoneofthekeybusinessdrivers,alsooit?SpanieslikeBoozAllenHamiltonetc.tolauncheCommercecentersandventurecapitalfirms?Bvideafullimplementationservice,e.g.Bainalliancewithi2andOracle?McKinseyhasbeenaccusedhavingoversleptthee-Commerceage;nowtryingtoworkonthatsubjectthroughincreasingalliances&venturesintheeBusiness?AftersplitfromAndersenConsulting,ArthurAoITconsulting?2020/5/24星期日GETANDRETAINTHERIGHTPEOPLEIPOinordertoattractpersonnelUntilbackdropofDot.Comsandthestockmarket,tendencyofleadingpaniestojoinStart-ups:???CambridgeTechnologylostoverthelastyearmanytopmanagers(i.e.FounderandCEO,CFO,Generalcounsel,HeadofitsE-Businessunit,ManagingdirectoroftheCambridgeTechnologyCapitalventurefund)panies.?DeanHawkins,formerCFOofAdidastobecomeCFO@?JoeGalli,VicePresidentBlack&DeckertojoinAasmemberoftheboard?HeinerRutt,chairman@BostonConsultingGrouptobecomepresidentatProxicom?IBMGermanyhasabout3.000openITpositionsfor2001,Hewlett-Packardtolookfor500ITspecialists,PricewaterhouseCoopers300andSiemens1.500,AndersenConsultingwith1.100openpositionsinASG.?2020/5/24星期日"WINNINGTHEWARFORTALENT"?Focus30.August19991.DaimlerChrysler2.Lufthansa3.McKinsey4.BMW5.KPMG6.BostonConsulting7.DeutscheBank8.Siemens9.SAPKeyfactorsofsuccessImageInterestingtasksPersonaldevelopmentBalancedlifestyleInternationalAttractiveemployeesatmosphere10.zccy?2020/5/24星期日HOWTOFACETHECURRENTCHALLENGES????????NewstrategiesBrandingCampaignsPersonneldevelopmentconceptsEfficientKnowledgeManagementAccuratePlanningChangeasChanceSynchronizethekeysuccessfactors:-people-process-strategy-technology?2020/5/24星期日NATURE,TRENDS,CAREERS?Natureandpurposeofconsulting?Recenttrendsandcurrentchallenges?Staffandcareerpathsinconsulting?2020/5/24星期日STAFFANDCAREERPATHS?zccy?McKinsey?Partner?Director?AssociatePartner?Principle?Manager?AssociatePrinciple?Consultant?ProjectManager?Analyst?Consultant?2020/5/24星期日ROLESANDRESPONSIBILITIES:EXAMPLES?Analyst?ConsultantProposalsForecastingDevelopandexecuteclientLeadworkteamsFacilitateTeam-MeetingsSystemsdesignClientpresentationsLeadsubprojectstrainingCerviewsProgrammingSystemsDocumentationPblemsolvingRecommendsandimplementssolutionsDefinesuserrequirementsResearchesnewandexistingtechnologyPductionsupportTestssoftwareReviewsworkofpeers?2020/5/24星期日ROLESANDRESPONSIBILITIES(CTD.)?PartnerInterfacewithclientseniormanagementLeadclientmeetingsDevelopnewbusinessDevelopmanagementteamShapeandimpacttheFirmAttainOwnershipintheFirm?ManagerLeadclientmeetingsMjectsLjectteam?2020/5/24星期日?StaffandcareerpathsinconsultingArthurAndersen:?StaffandcareerpathsinconsultingNpaniesDesign,implement,testandroll-outnewITorinstallandoperateGet&retaintherightpeople?DeanHawkins,formerCFOofAdidastobecomeCFO@boo.tolauncheCommerce+potentialPriceWaterhouseCooperspartObjectivepointofview:AconsultantwillbringarefreshingoutsidepointofviewWpeteagainstoneofthegiant,BigFivefirms.BalancedlifestyleCriticalifConsultingCpanyimplementationservice,e.awareofrisksandchallenges-->CustomeraremuchmoresensitivetowhatCONSULTING:ALWAYSSTAYREALISTICALLYAconsultant,managerandapartnerfromaCpanyarewalkingthroughaparkontheirwaytolunchwhentheyfindanantiqueoillamp.TheyrubitandaGesoutinapuffofsmoke.TheGeniesays,"Iusuallyonlygrantthreewishes,soI'llgiveeachofyoujustone."Mefirst!Mefirst!"saystheconsultant."IwanttobeintheBahamas,drivingaspeedboat,withoutacareintheworld."Poof!she'sgone.Inastonishment,"Menext!Menext!'saysthemanager,"IwanttobeinHawaii,relaxingonthebeachwithmypersonalmasseuse,anendlesssupplyofpinacoladasandtheloveofmylife."Poof!He'sgone."You'renext,"theGeniesaystothepartner.Thepartnersays,"I