公司簡介及咨詢顧問職業(yè)生涯發(fā)展課件

“Strategicmanagementconsulting–theA.T.Kearneyperspective”

Warsaw,May28,2001Wy?szaSzko?a

Przedsi?biorczo?ciiZarz?dzania

im.LeonaKo?mińskiego

wWarszawiePresentationanEDScompany“StrategicmanagementconsultiAgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultant’sroleinA.T.KearneyThefutureofmanagementconsulting

AgendaOverviewofmanagementOverviewofmanagementconsultingOverviewofmanagementconsultToday,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?OverviewofmanagementconsultingToday,oneisconfrontedwithOnedefinition....Managementconsulting=

assistingmanagement

infacilitatingchange

togainandsustain

competitiveadvantageOverviewofmanagementconsultingOnedefinition....ManagemeCompaniesengagemanagementconsultantsforseveralreasons—somegood,somenotsogood

SomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally -GoodreasonThecompanyhasneverconfrontedthissituationbefore -GoodreasonManagementneedsfreshideasandanewperspective -GoodreasonManagementwantstheconsultanttoconfirmitsideas -Not-so-goodreasonEveryoneinthecompanyistoobusy -Not-so-goodreasonManagementneedsa“tiebreaker” -Not-so-goodreasonOverviewofmanagementconsultingCompaniesengagemanagementcoWhydoesmanagementconsultingseemtobegrowinginimportance?ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityintheorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasisOverviewofmanagementconsultingWhydoesmanagementconsultingWhydoestherecontinuetobeademandformanagementconsulting?MostcompaniesdonotknowhowtoAnalyze?themselves”inanobjectivewaywhenbusinesssituationschangesignificantlyOperateinatemporary,projectmodeUnfortunately,mostbusinessschoolsdonotPreparemanagersfor“exceptions”inbusinesssituationsTeachrealprojectmanagementOverviewofmanagementconsultingWhydoestherecontinuetobeInformationtechnologyOperationsStrategySystemstrategycreationInformationsystemsmarketanalysisSelectingappropriateITsolutionsInplementationofselectedITsolutionsProcessoptimalizationChangemanagementBusinessprocessreengineeringStrategicsourcingSupplychainmanagementServicelevelimprovementBenchmarkingOrganizationrestructuringCorporatestrategyStrategicbusinessunitse-businessstrategyProductionstrategyDistributionstrategyMarketentrystrategyRestructuringThemajorglobalmanagementconsultingfirmsconcentrateinthreeareasofconsulting;A.T.Kearney,togetherwithEDS,coverthewholespectrumMcKinseyMonitor,BCG,BainBoozAllenAccentureCSCIndexIBMConsultingA.T.Kearney(EDS)“BigFive”firmsOverviewofmanagementconsultingInformationtechnologyOperatioConsultingIndustryMarketSizeandGrowthRatesMarketSize($B)PerAnnumGrowthRate(%)Source:TheGlobalConsultingMarketplace:KeyData,Forecasts&Trends2000Edition,KennedyInformationResearchGroup.Chartpertainstothemarketforconsultingfirmsindependentofhardware/softwareorganizationsITprojectstorepresentover50percentofthemarketTheworldconsultingmarketisestimatedat$117billionandischaracterizedbyadouble-digitannualgrowth.OverviewofmanagementconsultingConsultingIndustryMarketSizTheconsultingservicesinPolandemergedafterthetransformationin1989withprivatization;othersegmentsofthemarketdevelopedlater198919901991199219931994199519961997199819992000DevelopmentoftheconsultingmarketinPolandPrivatizationconsultingAuditandlegalservicesITconsultingHighvalueaddedconsultingStartoftheeconomictransformationOverviewofmanagementconsultingTheconsultingservicesinPolThedevelopmentstagesinPolandweresignificantlydifferentthaninWesternEuropeSource:A.T.Kearney1998-20001994-19971990-1993ExternaltrendsStartofeconomictransformationPrivatizationofstateownenterprisesFastgrowthoftheeconomyDevelopmentofthefreemarketinstitutions(e.g.stockexchange)AcquisitionsbyforeigninvestorsConsolidationoftheeconomyIncreasedcompetitivepreasureAcquisitionsandpostmergerintegrationsBigticketprivatizationsConsultants’valuepropositionPrivatizationFinancialvaluationPrivatization/DueDilligenceITconsultingRestructuringEfficiencyimprovementReorganization/ReengineeringStrategyITconsultingKeyplayersSmallPolishcompaniesSmallerforeigncompaniesspecializedinfinancial/privatizationconsultingBigfiveSpecializedPolishcompaniesBigfiveA.T.KearneyMcKinseyBCG,...KeyfactorsforsuccessRelationshipsPricesLocalknowledgeQualitystandardsValueaddedGlobalnetworkRelationshipMajorclientgroupStateadministrationLargestPolishstate-ownedenterprisesForeigninvestorsForeigninvestorsLargestPolish,privatelyownedcorporationsOverviewofmanagementconsultingThedevelopmentstagesinPolaTheconsultingmarketinPolandisstillsignificantlydifferentthaninothercountriesDifferencesDriversLowsophisticationofthemarket.ManypotentialclientsdonotrecognizetheneedforconsultingservicesBrandnamesofglobalplayersnotknownConsultingfeesrelativelyhigherinrelationtopersonalcostsTwogroupsofclients:InternationalcompaniesenteringPolandLargestPolishcompaniesofwhichmanyarestateownedLocalshortageofconsultingandindustryknowledgeandexperienceMarketdominatedbyfinancialandtaxadvisoryLocalconsultanciesenjoyimportantmarketpositioninPolandDifferentproductofferingsandsellingstrategies

fordomesticandforinternationalclientsNeedtotransferknowledgeandexperiencefromdevelopedmarketsOverviewofmanagementconsultingTheconsultingmarketinPolanConsultingmarketinPolandisstilldominatedbyfinancialandtaxadvisoryservicesPercentageofcompaniesusingdifferentconsultingservicesSource:BOSS-GospodarkaFinancialandtaxadvisoryQualitymanagementBusinessstrategyHumanresourcesPublicrelationsOtherDonotuseconsultingservicesOverviewofmanagementconsultingConsultingmarketinPolandisInparalleltoworld-widebrands,localconsultanciesenjoyimportantmarketpositioninPolandPolishsubsidiariesofglobalconsultanciesDominantstrategies:Focusonlong-termrelationshipwithclientFocusonseveralkeyproducts/industriesKeysuccessfactorsGlobalnetworkCombinationofindustryandlocalknowledgeTangibleresultsTargetedclientsegmentInternationalcompaniesLargestPolishcorporationsfromstrategicindustriesProductsValueaddedprojectsDominantstrategiesNicheplayersSpecializationinoneproduct/industryKeysuccessfactorsPricePersonalrelationshipsTargetedclientsegmentSmallandmediumenterprisesStateandlocalgovernmentsProductsOff-the-shelfreportsCompanyvaluationsIssuingprospectusesFeasibilitystudiesLocalcompaniesOverviewofmanagementconsultingInparalleltoworld-widebranClientscanbesplitintotwogroupshavingdifferentexpectationsregardingconsultingservicesInternationalclientsLocalclientsProductsMarketentrystrategiesDistributionstrategiesPostmergerintegrationofacquiredlocalcompaniesEfficiencyimprovementinacquiredcompaniesProjectssoldmostlyoutsidePoland(attheHQlevel)Co-operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectinvolvementofownstaffValueaddeddrivenProductsStrategydevelopmentMarketingstrategiesRestructuringCostreductionITsystemsProjectssoldinPolandCo-operationcharacteristicsUsedtoworkwithconsultantsUsedtoconsultingfeesExpectconsultantstodo“everything”PricedrivenOverviewofmanagementconsultingClientscanbesplitintotwoGlobalhigh-value-addedconsultingcompanieswillhaveanadvantageoverlocalconsultingcompaniesbecauseglobalcompanies

-Canleverageworldwideintellectualcapitalandexperience

-

StillhavenecessarylocalcapabilitiesGlobalcapabilitiesandsupportOn-lineaccesstointellectualcapital,databases,benchmarksTrainingandglobalprojectexperienceforlocalconsultantsOverviewofmanagementconsultingGlobalhigh-value-addedconsulA.T.Kearneyasastrategicmanagementconsultingfirm

A.T.KearneyasastrategicmaFoundedin1926Internationalscope65officesin34countriesOver3000consultantsSince1996,A.T.KearneyisthesecondlargeststrategicmanagementconsultingfirmintheworldOver3000projectsengagementsperyear1,4blnUSDturnoverin2001Since1995,A.T.KearneyispartofEDS,theinternationalleaderintechnologyinformation80%ofworkforrepeatclientsAverageconsultantworkexperience:17yearsTokyoChicagoNewYorkMadridLondonDüsseldorfMilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHongKongSanFranciscoLosAngelesDallasPhoenixAtlantaMexicoSaoPauloMelbourneSydneyBerlinTorontoBostonClevelandWashingtonParisA.T.Kearneyisoneoftheleadinghigh-value-addedstrategicmanagementconsultingfirmsintheworldWarsawPragueA.T.KearneyasastrategicmanagementconsultingfirmFoundedin1926TokyoChicagoNewA.T.Kearneyisoneofthefewhigh-value-addedmanagementconsultingfirmswhichpossessesthefullrangeofconsultingservicesCompletesetofconsultingskillsBusinessandmarketingstrategyPostmergerintegrationStrategysourcingTransformingtheenterpriseRestructuringTechnologymanagementPhysicaldistribution&logisticsOperationsredesign–Process&structureChangemanagementMulti-functionalbemchmarkingA.T.KearneyasastrategicmanagementconsultingfirmCorecompetenciesA.T.KearneyisoneofthefewSampleof

RecentClientsRepresentativeAnnual

ResultsAchievedAmeritechAnglianBTCarrefourCasinoEuroDisneyGaleriesLafayetteGeneralMotorsHouseofFraserJohnson&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-RoyceFederalExpress>$500MillionSears>$750MillionRolls-Royce$750millionMarks&Spencer$250millionGeneralMotors>$3.5BillionA.T.Kearneyiscommittedtodeliveringtangibleandmeasurable“bottom-line”resultsforourclientsA.T.KearneyasastrategicmanagementconsultingfirmSampleof

RecentClientsRepreSource:LouisHarrisSurvey,1998A.T.KearneyisthegloballeaderinclientsatisfactionA.T.KearneyasastrategicmanagementconsultingfirmSource:LouisHarrisSurvey,A.T.KearneyisaleaderinthefieldofIntegratedSupplyChainManagementDeliveredkeynoteaddressatthe1999NRFannualconferenceonandleadershippracticesindrivingsuccessthroughconsumer-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.KearneyhasbeencitedinseveralarticlesonsupplychainmanagementLeadershipPastPresidentofCouncilofLogisticsManagementPastPresidentofCanadianAssociationofLogisticsManagementSeminars,ResearchandLeadershipSelectedExamplesA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyisaleaderinthA.T.KearneyfacilitatesnewthinkingonthefutureoftheRetail/ConsumerProductsindustrythroughseveralforumsThoughtLeadershipLeadtheEDS/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)WorldEconomicForumSelectedExamplesA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyfacilitatesnewtAssessedDelphiAutomotiveinimplementinga“valuecapture”programforallmodulesofSAP/R3,for50sitesthroughoutEurope,identifyingover$28MMinincrementalsavingsAlignedbusinessandITstrategieswithcoreprocesses,andleveragedexistingERPinvestmentstoderiveadditionalbusinessvalue;LeveragedITassetsbyestablishingITsharedservicescapabilitiesDevelopedacomprehensiveE-Business“l(fā)andscape”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;developedtheITblueprinttoleverageERPsystemsInadditiontoamarketleadingreputationinsupplychain,A.T.KearneyhasalsodeliveredsignificantITenabledtransformationinitiativesA.T.KearneyasastrategicmanagementconsultingfirmAssessedDelphiAutomotiveinA.T.KearneyistherecognizedEuropeanleaderinseveralindustriesMajorclientsperpracticeDeutscheBankBNLBarclaysSocieteGeneraleAXAFinancialinst.Rohm&HaasArjoWigginsBASFPechineyBP/AmocoChemicals/O&GFIATGroupVWGMEuropeDaimlerChryslerRenaultAutomotiveFranceTelecomSiemensDeutscheTelekomLucentPhilipsComm/hi-techVEBA/VIAGDrewagMainovaENELENBW/NeckarUtilitiesCarrefourMarks&SpencerGalerieLafayetteUnileverAuchanConsumer/retailRollsRoyceplc.AerospaceGambroQuintilesMerckHenkelPharma/healthSAirGroupAirFranceLufthansaKLMDeutscheBahnTransportationA.T.KearneyasastrategicmanagementconsultingfirmA.T.KearneyistherecognizedA.T.KearneyhaswideexperienceinmanyindustrysectorsinPolandA.T.KearneyasastrategicmanagementconsultingfirmAutomotiveEnergyChemicalBankingInsuranceTelecommunicationsLogisticsanddistributionPublishingSteelFast-movingconsumergoodsRetirementfundsFoodMiningShipbuildingCapitalmarketsMediaRealestateGovernmentinstitutionsA.T.KearneyhaswideexperienExamplesofprojectsrealizedbyA.T.KearneyinPolandNumberonePolishpublisherLeadingshippingcompanyMajorScandinavianbankLeadingautomotivecomponentsmanufacturerStrategyMISOrganisationalstructureGovernmentalassistanceprogrammedevelopmentMarketentrystrategySAPimplementationPublishingTransportationFinancialInstitutionsAutomotiveIndustryClientProjectSelectionMobiletelephonyproviderOperationsimprovementBusinessmarketdiagnosticsLoyaltyprogramTelecomAlternativefixedlinetelephonyproviderBusinessplanningforregionalmarketsProjectmanagementTelecomA.T.KearneyasastrategicmanagementconsultingfirmExamplesofprojectsrealizedConsultant’sroleinA.T.KearneyConsultant’sroleinA.T.KearBecomingagoodmanagementconsultantrequirestime,experienceandcertainkeyskillsBusinesseducationBusinessexperienceManagementbackgroundTechnicalbackgroundConsultingexperienceWrittenandoralskillsAnalyticalskillsCreativethinkingManagementConsultingCapabilityConsultant’sroleinA.T.KearneyBecomingagoodmanagementconSixkeyrules*mustbefollowedbyeverygoodmanagementconsultantKnowwhatyou’redoing!Don’tactbeyondyourcapabilitiesContinuallyaddvaluecommensuratewithyourskillandclientexpectationsKeeptotheagreed-uponprojectscopeHoldclientinformationstrictlyconfidentialBeethicalatalltimes*Source:AndrewThomasKearney,founderofA.T.KearneyConsultant’sroleinA.T.KearneySixkeyrules*mustbefolloweInadditionto“time”,experienceandbasicskills,thegoodconsultantrequiresthreedisciplinedcoreconsultingcapabilitiesProposalwriting=sellingtheassignmentProjectmanagement=conductingtheassignmentReportwriting=theproductConsultant’sroleinA.T.KearneyInadditionto“time”,experie“FeelthatIbelongandampartofsomethinggood”ReliablenetworkofpeopleAppreciationofuniquetalentsCommunicateATK’sdirectionandstrategytoall

employeesExplaininghowtoget

problems

resolvedRespectemployeesby

providingtimelyand

intelligentinformation“Constantlygrow,learnanddevelop”InterestingmixofworkGoodprojectexperiencesConstructivefeedbackUnderstandingthemeasurementprocessOpportunitiestodevelopUpwardfeedbackinitiatives“Beabletobalanceworkandlife”Provideamorebalanced

qualityoflifeTailorworkrequirementsto

individualneedsServicestohelpbalancework

andpersonallife-434U -Vacationbuy-backprogram-Part-timeprogram-Conciergeservices“Workhard;berewardedwell”Provideappropriatecompensations

acknowledgesthedemandsofthe

businessBeingrecognizedforoutstanding

performanceProvideinputintocompensationinitiativesSalaryincreasesformid-yearpromotionsServiceincentiveprogramsPrincipalLTIoptionsA.T.KearneyadherestofourkeypointstohireandretainthebestconsultingtalentWealthGrowthPrideTeamingSource:GPTWConsultant’sroleinA.T.Kearney“FeelthatIbelongandampar公司簡介及咨詢顧問職業(yè)生涯發(fā)展課件ThefutureofmanagementconsultingThefutureofmanagementconsuTheGlobalConsultingMarketbyMajorRegionNorthAmericaWesternEuropeAsia-PacificLatinAmericaRestofWorldRegion19982003CAGRMarketSize($B)CAGR(%)NorthAmericaandWesternEuropeareprojectedtobetheleadinggrowthmarketsSource:TheGlobalConsultingMarketplace:KeyData,Forecasts&Trends2000Edition, KennedyInformationResearchGroup.Chartpertainstothemarketforconsulting firmsindependentofhardware/softwareorganizationsThefutureofmanagementconsultingTheGlobalConsultingMarketbGlobalConsultingMarketSizeandGrowthRatesbyVerticalIndustry($Billions)1998IndustrySize201998–2003CAGR15105$5$10$15$20Manufacturing$33.2FinancialServices$33.8Government$15.3Communications$19.8Wholesale/Retail$11.9Healthcare$7.9Energy/OilandGas$9.9HighTechnology$8.0Utilities$7.3BusinessServices$3.6Transportation$2.5Med./Ent./Pub.$2.9Miscellaneous

$2.4Traditionalindustrieswillcontinuetogrow....2003Industry

ConsultingMarketSizeEarlyE-BusinessAdoptersThefutureofmanagementconsultingGlobalConsultingMarketSizePureE-BusinessStart-upe-businessWebstrategy,designandimplementationE-strategy,marketing,operationsTypeofServiceBrickandMortarD19982003$63.0$68.019982003$0$20.019982003$63.0$48.019982003$24.0$75.019982003$4.5$19.019982003$19.5$56.019982003$1.5$16.019982003$1.0$11.019982003$0.5$5.0AllClientsE-BusinessRelatedTraditionalconsultingserviceswithe-focusTraditionalConsultingStrategyOperationsITChangemanagementSources: E-commerceConsultingKennedy;A.T.KearneyanalysisBreakdownofGlobalConsultingMarketSegments(U.S.$Billions)TotalGlobalConsulting

Market(U.S.$Billions)ShareofConsultingMarket:10%47%43%....but,e-BusinesswillbethemaindriveroffuturegrowthThefutureofmanagementconsultingPureE-BusinessTypeofServiceExpectedGrowthinE-BusinessB2BServices

1999–2002AnnualGrowthRate(%)InternetStrategy/AdviceDigitalValueChain(2)InternetSoftwareandServicesInternetOutsourcing(1)B2C(BusinesstoConsumer)B2B(BusinesstoBusiness)Notes: (1)InternetoutsourcingincludesInternetprojectmanagementandweb-hostingservices (2)Digitalvaluechainincludessupplychain,ERP,integration,CRM,business intelligenceandASPservicesSources: ForresterResearch,IDC,A.T.KearneyanalysisB2BIsEclipsingB2C:

ExpectedGrowthinE-BusinessRevenue($Billions)HigherbarrierstoentrythanB2CMoresustainablebusinessmodelsTheB2BmarketappearsmostattractiveThefutureofmanagementconsultingExpectedGrowthinE-BusinessClient-MarketPositioningMatrixPureE-BusinessE-BusinessRelatedTraditionalServicesBrick&Mortar(incl.DotCorp’s)D’sClientsTherefore,thenewEconomyrequiresanewpositioningandnewinnovativeclient-servicerelationshipsTraditionalClientBaseManagementConsultantsNewClientBaseVenture

Capitalist/

Incubators?NewEconomyConsultants“ThefutureofmanagementconsultingClient-MarketPositioningMatrEnd-to-ende-serviceswillhaveacompetitiveadvantageoverfunctionalspecialistsParadigmshiftinIT-servicesprovisionPlanTraditionalIT-servicesdeliverychaine-business

deliverychainImplementBuildVisionThefutureofmanagementconsultingEnd-to-ende-serviceswillhavSo,A.T.Kearneyande-solutionsareimplementingthee-businesssolutionsforstart-upsandestablishedclientstoprovidetrulyend-to-endcapabilitiesA.T.Kearneytogetherwithe.solutionsisenablingtheenterprisetoofferend-to-ende-businesssolutions-fromstrategytoimplementationEDSe.solutions/KearneyInteractiveneedtohaveabroadrangeofdesignandimplementationservices-includingbranding/marketing,webdesignande-solutionimplementationStategyOperationsImplemen-

tationWeb-DesignE-Business

SolutionEnd-to-EndSolutionProcessEDSe.solutions/

KearneyInteractiveA.T.Kearneye-Space(incubator)E-BusinessPracticeMarketingThefutureofmanagementconsultingSo,A.T.Kearneyande-solutionA.T.Kearneyofferscomprehensivesupporttostart-upsandnewventures.Comprehensive

strategicandoperationalsupportDedicatedteamLong-termcommitmentandflexiblecompensationBusiness

PlanLaunchGrowth

IPO/

Sale…A.T.KearneyStart-upService

PracticeSharesOthers$A.T.Kearney

Start-up

Network+Source:A.T.KearneyStart-upA.T.KearneyNewVenturesSupportthroughallbusinessphasesThefutureofmanagementconsultingA.T.KearneyofferscomprehensiQuestions &AnswersanEDScompanyQuestionsanEDScompany演講完畢，謝謝觀看！演講完畢，謝謝觀看！“Strategicmanagementconsulting–theA.T.Kearneyperspective”

Warsaw,May28,2001Wy?szaSzko?a

Przedsi?biorczo?ciiZarz?dzania

im.LeonaKo?mińskiego

wWarszawiePresentationanEDScompany“StrategicmanagementconsultiAgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultant’sroleinA.T.KearneyThefutureofmanagementconsulting

AgendaOverviewofmanagementOverviewofmanagementconsultingOverviewofmanagementconsultToday,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?OverviewofmanagementconsultingToday,oneisconfrontedwithOnedefinition....Man