Accenture的管理顧問培訓系列之一ppt課件

1、Lecture Management Consulting: An IntroductionAGENDA Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)AGENDA Introduction/Expectations Example consultant company Consulting: Natu

2、re, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)Our Mission: Helping our clients create their future.ACCENTURE: MISSION AND VISIONOur Vision: To become one of the worlds leading companies, bringing innovations to improve the way the world works a

3、nd lives.One Global Firm Act to enhance the collective values of the global partnership, while sustaining local culture.Stewardship Think future oriented; act and invest to build a stronger firm for tomorrow.Integrity Act with openness and honesty. Always.Respect for the Individual Treat each person

4、 as we would like to be treated.Quality Client Service Understand and meet client expectations 100 percent of the time. Best People Are highly competent and make a commitment to excellence, teamwork, and the success of our clients.ACCENTURE: CORE VALUES1989 Andersen Consulting becomes a separate bus

5、iness unit from Arthur Andersen$1.6 billion21,400 employees1991Horizon 2000 Initiative to develop mission and strategic plan$2.3 billion25,000 personnel1993Andersen Consulting issues its first annual report$2.9 billion27,000 employees1997Andersen Consulting creates a global network of communications

6、-focused solution centers in an effort to set the standard for speed and quality of performance$6.6. Billion 53,000 employees1998$8.3 billion65,000 employees2000Joe Forehand becomes Managing Partner and introduces the 100 Day PlanAndersen Consulting wins arbitration against Arthur Andersen01.01.01Ac

7、centure, formerly known as Andersen ConsultingACCENTURE: IMPORTANT MILESTONESACCENTURE GLOBALLY Employees:over 65,000 Countries: 48 Revenue 99: 8,9 Billion USD Clients: The vast majority of Fortune 30 most profitable global public companies Nearly 75% of Fortune 200 global companies 100 of the most

8、significant “Industry Standard Internet companies ACCENTURE: DEVELOPMENT OF REVENUES(U.S. Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,3ACCENTURE: GLOBAL PERSONNEL GROWTH199753,426199644,801199538,027199432,711199865,134AmericasEMEAIAsia/PacificHamburgFrankfurtMnchenDsseldorfBer

9、linWienZrichASG Austria, Switzerland, GermanyACCENTURE IN ASG2,750 Employees7 OfficesRevenues: 1,24 Mrd. DMGlobal Competitive OverviewStrategyDigital EquipmentMcKinseyAndersen ConsultingOrganizationProcessesInformationTechnologyBusiness ProcessManagement(Outsourcing)Cap Gemini SogetiUNISYSIBMCompute

10、r SciencesEDSBoston ConsultingBooz AllenACCENTURE: MARKET UNITSFinancial ServicesBankingHealth ServicesInsuranceProductsAutomotive, Industrial Equipment, Travel & TransportationConsumer & Pharmaceutical ProductsRetailCommunications & High TechCommunicationsElectronics & High TechMedi

11、a & EntertainmentResourcesChemicals Energy & Natural ResourcesUtilitiesGovernmentACCENTURE: SAMPLE CLIENT LISTAGENDA Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)NATU

12、RE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in consultingNATURE AND PURPOSE OF CONSULTINGNature and Purpose of ConsultingDefinition of Consulting“Brief look into historyDifferent types of consultingConsulting market overviewConsultant

13、: Profession descriptionConsulting strategiesShort overview over the consulting processReasons for clients to hire external consultantsGuidelines for the client - consultant relationshipDEFINITION OF CONSULTINGDefinition of ConsultingTo give expert advice or provide expert counsel.“ (IKS)Consulting

14、provides value by diagnosing, strategizing, designing, constructing, integrating, operating, or implementing solutions. Consulting utilizes relevant knowledge, based on integrity and objectivity, in both expert and advisory roles.“ (Consulting Services Team)Consulting is whatever a consultant does.

15、(Cambridge Computer Services)CONSULTING HISTORY (1/2)Brief look into history1532Macchiavellis Il Principe“1886Foundation of the analytical testlab“ by Arthur D. Little1895A piece rate system“ by F. Taylor1909Foundation of Arthur D. Little, Inc.1911The principles of scientific management“ by F. Taylo

16、r1911Motion Study“ by F. Gilbreth1912Consulting Firms“ by F. Gilbreth1914E. Booz sets up Business Research Services1925J.O. McKinsey starts his Consulting firm1934Urwick, Orr & Partners: Management ist lehr- und lernbar1939Peter Drucker The end of economic man“1947Foundation of the Travistock In

17、stituteCONSULTING HISTORY (2/2)Brief look into history1949Robert Wiener Cybernetics“1950Marvin Bower becomes CEO of Mc Kinsey and starts with the expansion1951First Deming-Avard for Quality in Japan1954Foundation of the BDU1954Peter Drucker: The practise of management“1957Argyris: Personality and Or

18、ganization“1959Herzberg, Mausner, Snyderman: The motivation to work“1960Mc Gregor: The human side of enterprise“, Maslow: Motivation and Personality“1963Foundation of Boston Consulting Group1965Foundation of the first two Business Universities in Great BritainEVOLUTION OF CONSULTING FOCUS19801985199

19、0199520002005 Quality ManagementLean ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce StrategyTYPES OF CONSULTINGDifferent types of management consultingStrategyAdvice and counsel about corporate-level or business-unit strategiesOperations Management Figuring out how to impr

20、ove the efficiency or productivity of how a business worksHuman Resources Compensation and benefits advice, attracting, motivating, and retaining high quality employeesInformation TechnologyDesign, implement, test and roll-out new IT or install and operate massive packaged software solutions“.Worldw

21、ide Professional Services Market$billionsSource: Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGY VS. IT- CONSULTING18% annual growthPure StrategyIT-related ServiceGERMAN CONSULTING MARKET OVERVIEWGerman Consulting market overview1998:62.500 Management-, Personnel- and IT-C

22、onsultants (BDU e.V.)13.200 Consulting CompaniesTotal revenues: 18,8 bn. DM (BDU e.V.)1999:64.500 Management-, Personnel- and IT- Consultants (BDU e.V.)14.300 Consulting CompaniesTotal revenues: 21,3 bn. DM (BDU e.V.)Strategy26%Process23%IT46%O&HP5%TOP 20 CONSULTING COMPANIES WORLDWIDETotal Staf

23、fFirm1998199719981Andersen Consulting8.3076.64765.1342PriceWaterhouseCoopers6.0004.28646.5003Ernst & Young Consulting3.9702.95019.0504CSC3.5003.000n/a5Deloitte Consulting3.2402.31019.5596KPMG Consulting3.0002.30015.2497Mc Kinsey & Company2.5002.200n/a8Mercer Consulting Group1.5431.33811.0349

24、Arthur Andersen1.3679529.19610A.T. Kearney1.2341.0614.64611Towers Perrin1.2301.120n/a12Booz-Allen & Hamilton1.2041.0758.80013American Management Systems1.0578728.20014Gemini Consulting1.0449002.30015Hewitt Associates8807099.70016DMR Consulting8537009.10017Boston Consulting Group730655n/a18Watson

25、 Wyatt Worldwide7206725.10019Bain & Company6305512.20020Aon Consulting Worldwide6155535.500Revenues in Mio $TOP 30 CONSULTING COMPANIES IN GERMANYSource: Lnendonk Consultancy + Research GbR, HamburgFirm19991998199919981 CSC Ploenzke AG, Kiedrich1251974398631722 Andersen Consulting Unternehmensbe

26、ratung GmbH, Sulzbach1240804240121273 McKinsey730650142013004 Roland Berger & Partner GmbH, Mnchen680574134112045 gedas GmbH, Berlin648405299419696 KPMG Consulting GmbH, Frankfurt524400138010237 PriceWaterhouseCoopers Unternehmensberatung GmbH, Frankfurt481340180013008 Plaut -Gruppe, Ismaning460

27、340180013009 Ernst & Young Consulting GmbH, Stuttgart4413081456110310 A.T. Kearney GmbH, Dsseldorf39524659044211 Softlab GmbH, Mnchen3603201398127012 Gemini36032060054413 The Boston Consulting Group36031049042514 Sercon3342651650125015 Mummert + Partner Unternehmensberatung AG, Hamburg3302641050

28、87516 Origin29524395082217 pdv Unternehmensberatung GmbH, Hamburg253213103088018 Materna GmbH, Dortmund25214873059019 CMG Deutschland GmbH, Eschborn24311485555020 PSI AG, Berlin24218694975121 Atos GmbH, Stuttgart235230105090822 msg Systeme GmbH, Ismaning/Mnchen22018495085023 Schumann Unternehmensber

29、atung AG, Kln21820182076024 Deloitte Consulting GmbH/ DTT, Dsseldorf21516370647625 ESG GmbH, Mnchen21120380080026 Arthur D. Little International, Inc., Wiesbaden21018337235027 Booz o Allen & Hamilton, Dsseldorf20516730030028 sd&m AG, Mnchen19015765855229 Marketing Corporation, Bad Homburg181

30Heyde AG, Bad Nauheiotal StaffRevenues in Mio WHERE DO YOU WANT TO GO TODAY? A scene from Lewis Carrolls Alices Adventures In Wonderland, when Alice asks the Cheshire cat for directions, speaks volumes about planning where an organization wants to be in the future.Would you

31、tell me, please, which way I ought to go from here? asks Alice. That depends a good deal on where you want to get to, said the Cat.I dont much care where. said Alice.Then, it doesnt matter which way you go. said the Cat.REASONS TO HIRE EXTERNAL CONSULTANTS (1/2)Reasons for clients to hire external c

32、onsultants (1):Existing companies are not ready for the pace globalization and vanishing market barriers they face - need Consultants with broad market / industry knowledgeIncreasing M&A activities - High complexity of transactions and tasks related to Post Merger IntegrationChallenges of the hi

33、gh tech environment: employees are wholly occupied with daily work and dont have the time to think about innovationsChanging working environment necessitate creative and up-to-date HR ManagementDeregulation enabled new companies to enter the market. In order to position and compete against former mo

34、nopolists they need industry related consulting experience (+other way round, ex-monopolists try to defend themselves against new market entries using the knowledge of external companies)REASONS TO HIRE EXTERNAL CONSULTANTS (2/2)Reasons for clients to hire external consultants (2):Consultants have a

35、ccess to information on a truly global basis (Knowledge Exchange)Widespread acceptance of using consultants to gain outside expertise.Rapid technological change.Movement to enterprise wide solutions.Lack of in-house expertise in Processes, technologies, industry best practices, and project managemen

36、t.BENEFITS OF USING CONSULTANTS Subject matter expert: A consultant will save time and money by arriving to a solution to the clients needs at a faster pace because of past extensive knowledge and experience in dealing with other business owners. Objective point of view: A consultant will bring a re

37、freshing outside point of view to the clients company, which will pin-point existing problems or reach faster solutions. Educate, inform: A good consultant will educate and inform the client as the task is completed. Share information about industry and competition: This is essential to reaching com

38、pany goals. Assist with strategic planning which will help reach company goals faster and easier. Offer innovative ideasWORK AND LIFESTYLE CHARACTERISTICSWork at client siteWork in team environmentWork with a variety of clients across industriesAssess client business and technical challengesDevelop

39、solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelVariety of responsibilitiesWork with technologyTOP 10 WAYS TO KNOW YOU ARE DATING AN CONSULTANT1. Refers to lovemaking as a win-win.2. Valentines Day card has bullet points.3. Cant be trusted with

40、 the car - too accustomed to beating up rentals.4. Celebrates anniversary by conducting a performance review.5. Ends any argument by saying, lets talk about this off-line.6. Tries to call room-service from the bedroom.7. Congratulates your parents for successful value creation.8. Referred to the yie

41、ld of the tomato plants in your home garden as deliverables9. Talks to the waiter about process flow when dinner arrives late.10. Referred to the first month of your relationship as a diagnostic period.NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff a

42、nd career paths in consultingRECENT TRENDS AND CURRENT CHALLENGES Changing customer expectationsIncreasing market power of the TOP consulting companiesEffective usage of information technologySplit Tax/Auditing - ConsultingStrategic Alliances and Start-up PartnershipsNew suppliers enter the consulti

43、ng marketExpansion of the well known consulting companiesIT consulting by traditional consulting companiesGet & retain the right peopleHow to face the current challenges CTOs and other e-business strategists do not want to hear me tell them I can help Web-enable their business. That is not enoug

44、h. They want to know how I can help them transform their business. - Chuck Burns, global senior vice president, services, KPMG CTOs have more choices than ever before when it comes to selecting a consultant. We go into bids now where we may compete against one of the giant, Big Five firms . and even

45、, in some cases, an advertising or marketing agency. - Scott Lochridge, principal, strategy solutions group, DiaLogos The days of black magic are over, Consultants can no longer get away with just writing a white paper for the client and saying, OK, now you do what I say. - Jose Campos, president of

46、 RapidinnovationCHANGING CUSTOMER EXPECTATIONS SOME STATEMENTSCHANGING CUSTOMER EXPECTATIONS Customer expect real added valueStandard Implementations are decreasing while individual end-to-end solution become much more important Unsuccessful ERP implementations in the 90s made the customer more awar

47、e of risks and challenges - Customer are much more sensitive to what they get for their money Results in new payment schemes like: Fixed price (especially done by smaller / start-up companies) Risk and reward sharing Equity payment Payment in terms of %-age of actual value added On time delivery cla

48、uses in contractINCREASING MARKET POWER OF THE TOP 20 CONSULTING COMPANIESFacts40 TOP Consulting Companies increased their market share in Germany from 42 to 45 % Average growth rate of the TOP Player: 19,5 %/p.a.Smaller Consulting companies: 4,0 %/p.a.Acquisitions of smaller and mid-sized consultin

49、g firms by the larger companies in order to diversify their market offerPlanned partly IPO of KPMG, Arthur D. Little, Andersen Consulting also investigating Increasing market power and influence through ventures, e.g.- AC Venture - McKinseys “New Venture - Roland Berger & bmpSPLIT TAX/AUDITING R

50、EASONS AND CONSEQUENCESReasonsU.S. Security and Exchange Commission:Critical if Consulting Companies advice clients that are audited by the same company Higher margins and growth rates in consultingInability for consulting part to raise money by going public as long as they are part of auditing comp

51、aniesConsequencesConsulting companies can and will go public (e.g. KPMG)No more legal restrictions for consulting companies to advice other companiesDifferentiation process will accelerate (increasing marketing activities)Repositioning needs SPLIT TAX/AUDITING - CONSULTING ExamplesAndersen Consultin

52、g vs. Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur AndersenKPMG:IPO of KPMG Consulting BusinessCisco took 20% stakeAnother 20% for the accounting partHewlett Packard interested to buy PriceWaterhouseCoopers Management and IT Consulting partCap Gemin

53、i to buy consulting piece of Ernst & YoungA.T. Kearney and EDSSTRATEGIC ALLIANCES OF ACCENTUREALLIANCES AND PARTNERSHIPS: SOME EXAMPLES Cap Gemini:- Siebel Systems- IBM - Sun Microsystems- Microsoft KPMG:- Compaq - Cisco- Microsoft- JD Edwards CSC:- Peoplesoft - Broadvision- IBM- Lucent - Nokia

54、EDS:- Sun Microsystems - SAP- Oracle - CiscoNEW COMPETITORS ENTER THE CONSULTANT MARKETNew Suppliers enter the consulting marketHardware manufacturers - HP already increased their number of in-house consultants to 6.000 + potential PriceWaterhouseCoopers partInternet service providers, e.g. Pixelpar

55、k buying the Swedish Consulting firm “Cell Network / Mandator Building Inhouse-Consulting capabilities“ - Siemens (Siemens Business Services providing ERP, CRM implementations) - SAP System - Deutsche Telekom buying majority stake in Debis SystemhausFinancial Institutions and Telecommunication compa

56、niesEXPANSION OF WELL KNOWN CONSULTING COMPANIES Expansion of the TOP consulting companies through M&A, alliances, ventures and strategic partnerships.Chance to expand business and opening new marketsAfter M&A, differentiation becomes critical, therefore high advertising budgetsIPO Strategie

57、s: Raise money for eCommerce strategy Venture Capital funds To attract people (competitive salaries and payment structures)Examples: Cap Gemini acquiring Ernst & Young Cap Gemini buying SD&M CSC Ploenzke to buy KPMG FranceIT CONSULTING AT THE ESTABLISHED CONSULTING COMPANIES As eCommerce is

58、acknowledge to be one of the key business drivers, also the traditional consulting companies try to get into itStrategy companies like Booz Allen Hamilton etc. to launch eCommerce centers and venture capital firmsBy buying smaller companies and partnering they are able to provide a full implementati

59、on service, e.g. Bain alliance with i2 and OracleMcKinsey has been accused having overslept the e-Commerce age; now trying to work on that subject through increasing alliances & ventures in the eBusinessAfter split from Andersen Consulting, Arthur Andersen will get more into IT consultingIPO in

60、order to attract personnelUntil backdrop of Dots and the stock market, tendency of leading personnel to leave traditional companies to join Start-ups:Cambridge Technology lost over the last year many top managers (i.e. Founder and CEO, CFO, General counsel, Head of its E-Business unit, Managing director of the Cambridge Technology Capital venture fund) mostly to small high-tech companies.Dea