ACCENTURE管理咨询经典

1、11/12/2021 andersen consulting 20001lecture management consulting: an introductionjrgen zech2001 april11/12/20212agenda introduction/expectations example consultant company consulting: nature, trends, careers selected methods (frameworks) research (some basics) graphics (from data to chart)11/12/202

2、13agenda introduction/expectations example consultant company consulting: nature, trends, careers selected methods (frameworks) research (some basics) graphics (from data to chart)11/12/20214our mission: helping our clients create their future.accenture: mission and visionour vision: to become one o

3、f the worlds leading companies, bringing innovations to improve the way the world works and lives.11/12/20215one 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 t

4、omorrow.integrity act with openness and honesty. always.respect for the individual treat each person 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,

5、and the success of our clients.accenture: core values11/12/202161989 andersen consulting becomes a separate business unit from arthur andersen $1.6 billion 21,400 employees1991 horizon 2000 initiative to develop mission and strategic plan $2.3 billion 25,000 personnel1993 andersen consulting issues

6、its first annual report $2.9 billion 27,000 employees1997 andersen consulting creates a global network of communications-focused solution centers in an effort to set the standard for speed and quality of performance $6.6. billion 53,000 employees1998 $8.3 billion 65,000 employees2000 joe forehand be

7、comes managing partner and introduces the 100 day plan andersen consulting wins arbitration against arthur andersen01.01.01 accenture, formerly known as andersen consultingaccenture: important milestones11/12/20217accenture globally employees:over 65,000 countries: 48 revenue 99: 8,9 billion usd cli

8、ents: the vast majority of fortune 30 most profitable global public companies nearly 75% of fortune 200 global companies 100 of the most significant “industry standard” internet companies 11/12/20218accenture: development of revenues(u.s. billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,64719

9、98$8,311/12/20219accenture: global personnel growth199753,426199644,801199538,027199432,711199865,13411/12/202110americasemeaiasia/pacifichamburgfrankfurtmnchendsseldorfberlinwienzrichasg austria, switzerland, germanyaccenture in asg2,750 employees7 officesrevenues: 1,24 mrd. dm11/12/202111global co

10、mpetitive overviewstrategydigital equipmentmckinseyandersen consultingorganizationprocessesinformationtechnologybusiness processmanagement(outsourcing)cap gemini sogetiunisysibmcomputer sciencesedsboston consultingbooz allen11/12/202112accenture: market unitsfinancial services banking health service

11、s insuranceproducts automotive, industrial equipment, travel & transportation consumer & pharmaceutical products retailcommunications & high tech communications electronics & high tech media & entertainmentresources chemicals energy & natural resources utilitiesgovernment11/1

12、2/202113accenture: sample client list11/12/202114agenda introduction/expectations example consultant company consulting: nature, trends, careers selected methods (frameworks) research (some basics) graphics (from data to chart)11/12/202115nature, trends, careersnature and purpose of consultingrecent

13、 trends and current challengesstaff and career paths in consulting11/12/202116nature and purpose of consultingnature and purpose of consultingdefinition of consulting“brief look into historydifferent types of consultingconsulting market overviewconsultant: profession descriptionconsulting strategies

14、short overview over the consulting processreasons for clients to hire external consultantsguidelines for the client - consultant relationship11/12/202117definition of consultingdefinition of consultingto give expert advice or provide expert counsel.“ (iks)consulting provides value by diagnosing, str

15、ategizing, 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. (cambridge computer services)11/1

16、2/202118consulting 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. taylor1911motion study“ by

17、 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 institute11/12/202119co

18、nsulting 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 organizatio

19、n“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 britain11/12/202120evolution of consulting focus19801985

20、1990199520002005 quality managementlean managementre-engineeringerp projectsweb technologye-commercecrmm-commerce strategy11/12/202121types of consultingdifferent types of management consultingstrategyadvice and counsel about corporate-level or business-unit strategiesoperations management figuring

21、out how to improve 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 so

22、lutions“.11/12/202122worldwide 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 service11/12/202123german consulting market overviewgerman consulting market overview1998:

23、62.500 management-, personnel- and it-consultants (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%11/12/20

24、2124top 20 consulting companies worldwidetotal stafffirm1998199719981andersen consulting8.3076.64765.1342pricewaterhousecoopers6.0004.28646.5003ernst & young consulting3.9702.95019.0504csc3.5003.000n/a5deloitte consulting3.2402.31019.5596kpmg consulting3.0002.30015.2497mc kinsey & company2.5

25、002.200n/a8mercer consulting group1.5431.33811.0349arthur 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 consulting85

26、37009.10017boston consulting group730655n/a18watson wyatt worldwide7206725.10019bain & company6305512.20020aon consulting worldwide6155535.500revenues in mio $11/12/202125top 30 consulting companies in germanysource: lnendonk consultancy + research gbr, hamburgfirm19991998199919981 csc ploenzke

27、ag, kiedrich1251974398631722 andersen consulting unternehmensberatung gmbh, sulzbach1240804240121273 mckinsey730650142013004 roland berger & partner gmbh, mnchen680574134112045 gedas gmbh, berlin648405299419696 kpmg consulting gmbh, frankfurt524400138010237 pricewaterhousecoopers unternehmensber

28、atung gmbh, frankfurt481340180013008 plaut -gruppe, ismaning460340180013009 ernst & young consulting gmbh, stuttgart4413081456110310 a.t. kearney gmbh, dsseldorf39524659044211 softlab gmbh, mnchen3603201398127012 gemini36032060054413 the boston consulting group36031049042514 sercon33426516501250

29、15 mummert + partner unternehmensberatung ag, hamburg330264105087516 origin29524395082217 pdv unternehmensberatung gmbh, hamburg253213103088018 materna gmbh, dortmund25214873059019 cmg deutschland gmbh, eschborn24311485555020 psi ag, berlin24218694975121 atos gmbh, stuttgart235230105090822 msg syste

30、me gmbh, ismaning/mnchen22018495085023 schumann unternehmensberatung ag, kln21820182076024 deloitte consulting gmbh/ dtt, dsseldorf21516370647625 esg gmbh, mnchen21120380080026 arthur d. little international, inc., wiesbaden21018337235027 booz o allen & hamilton, dsseldorf20516730030028 sd&m

31、 ag, mnchen19015765855229 marketing corporation, bad homburg18115636132530 heyde ag, bad nauheiotal staffrevenues in mio 11/12/202126where do you want to go today? a scene from lewis carrolls alices adventures in wonderland, when alice asks the cheshire cat for directions, speaks volume

32、s about planning where an organization wants to be in the future.would you 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.11/12

33、/202127reasons to hire external consultants (1/2)reasons for clients to hire external consultants (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 comp

34、lexity of transactions and tasks related to post merger integrationchallenges of the high 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 enable

35、d new companies to enter the market. in order to position and compete against former monopolists 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)11/12/202128reasons to hir

36、e external consultants (2/2)reasons for clients to hire external consultants (2):consultants have access 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.la

37、ck of in-house expertise in processes, technologies, industry best practices, and project management.11/12/202129benefits 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 knowle

38、dge and experience in dealing with other business owners. objective point of view: a consultant will bring a refreshing 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 clien

39、t as the task is completed. share information about industry and competition: this is essential to reaching company goals. assist with strategic planning which will help reach company goals faster and easier. offer innovative ideas11/12/202130work and lifestyle characteristicswork at client sitework

40、 in team environmentwork with a variety of clients across industriesassess client business and technical challengesdevelop solutions to move client forwardextensive traveling enriching learning experiencecyclical overtimetravelvariety of responsibilitieswork with technology11/12/202131top 10 ways to

41、 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 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

42、-line.6. tries to call room-service from the bedroom.7. congratulates your parents for successful value creation.8. referred to the yield 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

43、 relationship as a diagnostic period.11/12/202132nature, trends, careersnature and purpose of consultingrecent trends and current challengesstaff and career paths in consulting11/12/202133recent trends and current challenges changing customer expectationsincreasing market power of the top consulting

44、 companieseffective usage of information technologysplit tax/auditing - consultingstrategic alliances and start-up partnershipsnew suppliers enter the consulting marketexpansion of the well known consulting companiesit consulting by traditional consulting companiesget & retain the right peopleho

45、w to face the current challenges11/12/202134 ctos and other e-business strategists do not want to hear me tell them i can help web-enable their business. that is not enough. they want to know how i can help them transform their business. - chuck burns, global senior vice president, services, kpmg ct

46、os 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, in some cases, an advertising or marketing agency. - scott lochridge, principal, strategy solutions group, dialogos the days of

47、 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 rapidinnovationchanging customer expectations some statements11/12/202135changing customer expectations customer expect real ad

48、ded valuestandard implementations are decreasing while individual end-to-end solution become much more important unsuccessful erp implementations in the 90s made the customer more aware of risks and challenges - customer are much more sensitive to what they get for their money results in new payment

49、 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 clauses in contract11/12/202136increasing market power of the top 20 consulting companiesfacts40 top consulting compani

50、es 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 consulting firms by the larger companies in order to diversify their market offerplanned partly ipo of kpmg, arth

51、ur d. little, andersen consulting also investigating increasing market power and influence through ventures, e.g.- ac venture - mckinseys “new venture” - roland berger & bmp11/12/202137split tax/auditing reasons and consequencesreasons u.s. security and exchange commission:critical if consulting

52、 companies advice clients that are audited by the same company higher margins and growth rates in consulting inability for consulting part to raise money by going public as long as they are part of auditing companiesconsequences consulting companies can and will go public (e.g. kpmg) no more legal r

53、estrictions for consulting companies to advice other companies differentiation process will accelerate (increasing marketing activities) repositioning needs 11/12/202138split tax/auditing - consulting examples andersen consulting vs. arthur andersen:arbitration decision in order to allow andersen co

54、nsulting to split from arthur andersen kpmg:ipo of kpmg consulting businesscisco took 20% stakeanother 20% for the accounting part hewlett packard interested to buy pricewaterhousecoopers management and it consulting part cap gemini to buy consulting piece of ernst & young a.t. kearney and eds11

55、/12/202139strategic alliances of accenture11/12/202140alliances and partnerships: some examples cap gemini: - siebel systems- ibm - sun microsystems- microsoft kpmg:- compaq - cisco- microsoft- jd edwards csc:- peoplesoft - broadvision- ibm- lucent - nokia eds:- sun microsystems - sap- oracle - cisc

56、o11/12/202141new 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. pixelpark buying the swedish consulting

57、 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 companies11/12/202142expansion of w

58、ell 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 strategies: raise money for

59、 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 france11/12/202143it consulting at the established consulting companies as ecommerce is acknow

60、ledge 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 implementation service, e.g. bain alliance with i2 and oraclemckinsey has been accused having overslept the e-c