管理咨詢經(jīng)典

管理咨詢經(jīng)典12020年5月31日星期日AGENDAIntroduction/ExpectationsEpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)?2020/5/31AGENDAIntroduction/ExpectationsEpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)?2020/5/31zccy:MISSIONANDVISION?OurMission:Helpingourclientscreatetheirfuture.?OurVision:oftheworld'panies,bringinginnovationstoimprovethewaytheworldworksandlives.Tobecomeone?2020/5/31zccy:COREVALUES?QualityClientService–Understandandmeetclientexpectations100percentofthetime.?OneGlobalFirmtheglobalpartnership,whilesustaininglocalculture.–Acttoenhancethecollectivevaluesof?Integrity–Actwithopennessandhonesty.Always.?Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow.?BestPeople–Apetentandmakeacommitmenttoexcellence,teamwork,andthesuccessofourclients.?RespectfortheIndividual–Treateachpersonaswewouldliketobetreated.?2020/5/31zccy: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?2020/5/31zccyGLOBALLYEmployees:Countries:Revenue‘99:8,9BillionUSDClients:over65,00048?ThevastmajorityofFortune30mostpanies?Nearly75%ofFortune200globalcompanies?100ofthemostsignificant“IndustryStandard”Ipanies?2020/5/31zccy:DEVELOPMENTOFREVENUES?(U.S.Billions)?$8,3?$6,64?$5,307?$4,2242?$3,452?$2,876?1993?1994?1995?1996?1997?1998?2020/5/31zccy:GLOBALPERSONNELGROWTH?65,134?44,801?53,426?38,027?32,711?1994?1995?1996?1997?1998?2020/5/31?zccyINASG?ASG–Austria,Switzerland,Germany?Hamburg?Düsseldorf?Berlin?EMEAI?Frankfurt?München?Americas?Zürich?Wien?Asia/Pacific???2,750Employees7OfficesRevenues:1,24Mrd.DM?2020/5/31GlobalCompetitiveOverview?Strategy?Organization?Processes?InformationTechnology?BusinessProcess?Management?(Outsourcing)?AndersenConsulting?IBM?ComputerSciences?EDS?McKinsey?BostonConsulting?BoozAllen?DigitalEquipment?CapGeminiSogeti?UNISYS?2020/5/31zccy: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?2020/5/31zccy:SAMPLECLIENTLIST?2020/5/31AGENDAIntroduction/ExpectationsEpanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)?2020/5/31NATURE,TRENDS,CAREERS?Natureandpurposeofconsulting?Recenttrendsandcurrentchallenges?Staffandcareerpathsinconsulting?2020/5/31NATUREANDPURPOSEOFCONSULTING?NatureandPurposeofConsulting?????????Definitionof?Consulting“BohistoryDifferenttypesofconsultingConsultingmarketoverviewConsultant:ProfessiondescriptionConsultingstrategiesScessReasonsforclientstohireexternalconsultantsGuidelinesfortheclient-consultantrelationship?2020/5/31DEFINITIONOFCONSULTING?DefinitionofConsulting??Tvideexpertcounsel.“(IKS)??Cvidesvaluebydiagnosing,strategizing,designing,constructing,integrating,operating,orimplementingsolutions.Consultingutilizesrelevantknowledge,egrityandobjectivity,inbothexpertandadvisoryroles.“(ConsultingServicesTeam)??Consultingiswhateveraconsultantdoes."(CambridgeComputerServices)?2020/5/31CONSULTINGHISTORY(1/2)?????????????Bohistory153218861895190919111911191219141925193419391947Macchiavelli‘s?IlPrincipe“Foundationofthe?analyticaltestlab“byArthurD.Little?Apieceratesystem“byF.TaylorFoundationofArthurD.Little,Inc.?Theprinciplesofscientificmanagement“byF.Taylor?MotionStudy“byF.Gilbreth?ConsultingFirms“byF.GilbrethE.BoozsetsupBusinessResearchServicesJ.O.McKinseystartshisConsultingfirmUrwick,Orr&Partners:Managementistlehr-undlernbarPeterDrucker?Theendofeconomicman“FoundationoftheTravistockInstitute?2020/5/31CONSULTINGHISTORY(2/2)???Bohistory19491950RobertWiener?Cybernetics“MarvinBowerbecomesCEOofMcKinseyandstartswiththeexpansionFirstDeming-AvardforQualityinJapanFoundationoftheBDUPeterDrucker:?Thepractiseofmanagement“Argyris:?PersonalityandOrganization“Herzberg,Mausner,Snyderman:?Themotivationtowork“McGregor:?Thehumansideofenterprise“,Maslow:?MotivationandPersonality“FoundationofBostonConsultingGroupFoundationofthefirsttwoBusinessUniversitiesinGreatBritain??????195119541954195719591960??19631965?2020/5/31EVOLUTIONOFCONSULTINGFOCUS??QualityManagement?LeanManagement?Re-engineering?ERPprojects?WebTechnology?E-Commerce?CRM?M-Commerce?Strategy?198019851990199520002005?2020/5/31TYPESOFCONSULTING?DifferenttypesofmanagementconsultingStrategy?Adviceandcounselaboutcorporate-levelorbusiness-unitstrategiesOperationsManagement?FductivityofhowabusinessworksHumanResources?Compensationandbenefitsadvice,attracting,motivating,andretaininghighqualityemployeesInformationTechnology?Design,implement,testandroll-outnewITorinstallandoperatemassivepackagedsoftware"solutions“.?2020/5/31STRATEGYVS.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?2020/5/31GERMANCONSULTINGMARKETOVERVIEW?GermanConsultingmarketoverview?1998:????1999:??62.500Management-,Personnel-andIT-Consultants(BDUe.V.)13.200ConsultingCompaniesTotalrevenues:18,8bn.DM(BDUe.V.)64.500Management-,Personnel-andIT-Consultants(BDUe.V.)14.300ConsultingCompaniesTotalrevenues:21,3bn.DM(BDUe.V.)?2020/5/31TOP20CONSULTINGCOMPANIESWORLDWIDE?2020/5/31TOP30CONSULTINGCOMPANIESINGERMANY?2020/5/31?Source:LünendonkConsultancy+ResearchGbR,HamburgWHEREDOYOUWANTTOGOTODAY???AscenefromLewisCarroll's"Alice'sAdventuresInWonderland",whenAliceaskstheCheshirecatfordirections,anizationwantstobeinthefuture.?"Wouldyoutellme,please,whichwayIoughttogofromhere?"asksAlice."Thatdependsagooddealonwhereyouwanttogetto,"saidtheCat."Idon'tmuchcarewhere."saidAlice."Then,itdoesn'tmatterwhichwayyougo."saidtheCat.?2020/5/31REASONSTOHIREEXTERNALCONSULTANTS(1/2)?Reasonsforclientstohireexternalconsultants(1):?Epaniesarenotreadyforthepaceglobalizationandvanishingmarketbarrierstheyface->needConsultantswithbroadmarket/industryknowledgeIncreasingM&Aactivities->HplexityoftransactionsandtasksrelatedtoPostMergerIntegrationChallengesofthehightechenvironment:employeesarewhollyoccupiedwithdailyworkanddon’thavethetimetothinkaboutinnovationsChangingworkingenvironmentnecessitatecreativeandup-to-dateHRManagementDpaniestoenterthemarket.Inordertopositionandcompeteagainstformermonopoliststheyneedindustryrelatedconsultingexperience(+otherwayround,ex-monopoliststrytodefendthemselvesagainstnewmarketpanies)?????2020/5/31REASONSTOHIREEXTERNALCONSULTANTS(2/2)?Reasonsforclientstohireexternalconsultants(2):?Crmationonatrulyglobalbasis(KnowledgeExchange)Widespreadacceptanceofusingconsultantstogainoutsideexpertise.Rapidtechnologicalchange.Movementtoenterprisewidesolutions.Lackofin-houseexpertiseinProcesses,technologies,industrybestpractices,andprojectmanagement.?????2020/5/31BENEFITSOFUSINGCONSULTANTS??Subjectmatterexpert:Aconsultantwillsavetimeandmoneybyarrivingtoasolutiontotheclient‘sneedsatafasterpacebecauseofpastextensiveknowledgeandexperienceindealingwithotherbusinessowners.?Objectivepointofview:Aconsultantwillbringarefreshingoutsidepointofviewtotheclient‘scompany,blemsorreachfastersolutions.?Educate,inform:Armtheclientasthetaskpleted.?Spetition:Thisisessentialtopanygoals.?Apanygoalsfasterandeasier.?Offerinnovativeideas?2020/5/31WORKANDLIFESTYLECHARACTERISTICS???????????WorkatclientsiteWorkinteamenvironmentWorkwithavarietyofclientsacrossindustriesAssessclientbusinessandtechnicalchallengesDevelopsolutionstomoveclientforwardEingEnrichinglearningexperienceCyclicalovertimeTravelVarietyofresponsibilitiesWorkwithtechnology?2020/5/31TOP10WAYSTOKNOWYOUAREDATINGANCONSULTANT?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."?2020/5/31NATURE,TRENDS,CAREERS?Natureandpurposeofconsulting?Recenttrendsandcurrentchallenges?Staffandcareerpathsinconsulting?2020/5/31RECENTTRENDSANDCURRENTCHALLENGES???????????ChangingcustomerexpectationsIncreasingmarketpoweroftheTOPpaniesErmationtechnologySplitTax/Auditing-ConsultingStrategicAlliancesandStart-upPartnershipsNewsuppliersentertheconsultingmarketEpaniesITpaniesGet&retaintherightpeopleHowtofacethecurrentchallenges?2020/5/31CHANGINGCUSTOMEREXPECTATIONS–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?2020/5/31CHANGINGCUSTOMEREXPECTATIONS??Customerexpectrealaddedvalue?StandardImplementationsaredecreasingwhileindividualend-to-endsolutionbecomemuchmoreimportant?UnsuccessfulERPimplementationsinthe90smadethecustomermoreawareofrisksandchallenges-->Customeraremuchmoresensitivetowhattheygetfortheirmoney?Resultsinnewpaymentschemeslike:?Fixedprice(especiallydonebysmaller/panies)?Riskandrewardsharing?Equitypayment?Paymentintermsof%-ageofactualvalueadded?Ontimedeliveryclausesincontract?2020/5/31INCREASINGMARKETPOWEROFTHETOP20CONSULTINGCOMPANIES??Facts40TOPConsultingCompaniesincreasedtheirmarketshareinGermanyfrom42to45%AveragegrowthrateoftheTOPPlayer:~19,5%/p.a.SmallerCpanies:~4,0%/p.a.ApaniesinordertodiversifytheirmarketofferPlannedpartlyIPOofKPMG,ArthurD.Little,AndersenConsultingalsoinvestigatingIncreasingmarketpowerandinfluencethroughventures,e.g.-ACVenture-McKinsey’s“NewVenture”-RolandBerger&bmp??????2020/5/31SPLITTAX/AUDITING–REASONSANDCONSEQUENCES?Reasons?U.S.SecurityandExchangeCommission:CriticalifConsultingCpanyHighermarginsandgrowthratesinconsultingInabilityforconsultingparttoraisemoneybygoingpublicaslongastheyarepartofpanies???Consequences????Cpaniescanandwillgopublic(e.g.KPMG)NpaniesDcesswillaccelerate(increasingmarketingactivities)Repositioningneeds?2020/5/31SPLITTAX/AUDITING-CONSULTING?Examples?AndersenConsultingvs.ArthurAndersen:ArbitrationDecisioninordertoallowAndersenConsultingtosplitfromArthurAndersenKPMG:????IPOofKPMGConsultingBusinessCiscotook20%stakeAnother20%fortheaccountingpart?HewlettPerestedtobuyPriceWaterhouseCoopers’ManagementandITConsultingpartCapGeminitobuyconsultingpieceofErnst&YoungA.T.KearneyandEDS???2020/5/31STRATEGICALLIANCESOFzccy?2020/5/31ALLIANCESANDPARTNERSHIPS:SOMEEXAMPLES??CapGemini:-SiebelSystems-IBM-SunMicrosystems-Microsoft-Compaq-Cisco-Microsoft-JDEdwards-Peoplesoft-Broadvision-IBM-Lucent-Nokia-SunMicrosystems-SAP-Oracle-Cisco?KPMG:?CSC:?EDS:?2020/5/31NEWCOMPETITORSENTERTHECONSULTANTMARKET??NewSuppliersentertheconsultingmarketHardwaremanufacturers-HPalreadyincreasedtheirnumberofin-houseconsultantsto6.000+potentialPriceWaterhouseCooperspart?Ividers,e.g.PixelparkbuyingtheSwedishConsultingfirm“CellNetwork/Mandator”?Building?Inhouse-Consultingcapabilities“?-Siemens(SiemensBusinessSvidingERP,CRMimplementations)-SAPSystem-DeutscheTelekombuyingmajoritystakeinDebisSystemhaus?FinancialInstitutionsandTpanies?2020/5/31EXPANSIONOFWELLKNOWNCONSULTINGCOMPANIES??ExpansionoftheTOPpaniesthroughM&A,alliances,venturesandstrategicpartnerships.?Chancetoexpandbusinessandopeningnewmarkets?AfterM&A,differentiationbecomescritical,thereforehighadvertisingbudgets?IPOStrategies:?RaisemoneyforeCommercestrategy?VentureCapitalfunds?Toattractpeople(competitivesalariesandpaymentstructures)?Examples:?CapGeminiacquiringErnst&Young?CapGeminibuyingSD&M?CSCPloenzketobuyKPMGFrance?2020/5/31ITCONSULTINGATTHEESTABLISHEDCONSULTINGCOMPANIES??AseCommerceisacknowledgetobeoneofthekeybusinessdrivers,alsooit?SpanieslikeBoozAllenHamiltonetc.tolauncheCommercecentersandventurecapitalfirms?Bvideafullimplementationservice,e.g.Bainalliancewithi2andOracle?McKinseyhasbeenaccusedhavingoversleptthee-Commerceage;nowtryingtoworkonthatsubjectthroughincreasingalliances&venturesintheeBusiness?AftersplitfromAndersenConsulting,ArthurAoITconsulting?2020/5/31GETANDRETAINTHERIGHTPEOPLE??IPOinordertoattractpersonnelUntilbackdropofDot.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.?2020/5/31"WINNINGTHEWARFORTALENT"?Focus30.August19991.DaimlerChrysler2.Lufthansa3.McKinsey4.BMW5.KPMG6.BostonConsulting7.DeutscheBank8.Siemens9.SAPKeyfactorsofsuccessImageInterestingtasksPersonaldevelopmentBalancedlifestyleInternationalatmosphereAttractiveemployees10.zccy?2020/5/31HOWTOFACETHECURRENTCHALLENGES????????NewstrategiesBrandingCampaignsPersonneldevelopmentconceptsEfficientKnowledgeManagementAccuratePlanningChangeasChanceSynchronizethekeysuccessfactors:-people-process-strategy-technology?2020/5/31NATURE,TRENDS,CAREERS?Natureandpurposeofconsulting?Recenttrendsandcurrentchallenges?Staffandcareerpathsinconsulting?2020/5/31STAFFANDCAREERPATHS?zccy?McKinsey?Partner?Director?AssociatePartner?Principle?Manager?AssociatePrinciple?Consultant?ProjectManager?Analyst?Consultant?2020/5/31?BenefitsofConsulting?PureStrategybringinginnovationstoimprovethe-McKinsey’s“NewVenture”zccy:IMPORTANTMILESTONESbecomemuchmoreimportantWorkatclientsite?MotionStudy“byF.?Apieceratesystem“byF.transformtheirbusiness.Celebratesanniversarybyconductingaperformancereview.McGregor:?Thehumansideofenterprise“,Maslow:?Motivationpanygoals.?(Outsourcing)?Theprinciplesofscientificmanagement“byF.ROLESANDRESPONSIBILITIES:EXAMPLES?Analyst?ConsultantProposalsForecastingDevelopandexecuteclientLeadworkteamsFacilitateTeam-MeetingsSystemsdesignClientpresentationsLeadsubprojectstrainingCerviewsProgrammingSystemsDocumentationPblemsolvingRecommendsandimplementssolutionsDefinesuserrequirementsResearchesnewandexistingtechnologyPductionsupportTestssoftwareReviewsworkofpeers?2020/5/31ROLESANDRESPONSIBILITIES(CTD.)?PartnerInterfacewithclientseniormanagementLeadclientmeetingsDevelopnewbusinessDevelopmanagementteamShapeandimpacttheFirmAttainOwnershipintheFirm?ManagerLeadclientmeetingsMjectsLjectteam?2020/5/31CONSULTING: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,"Iwantthosetwobackint