埃森哲管理顾问培训教材(英文版)(ppt 59页)

1、2021-11-191Lecture 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 Consu

2、lting: Nature, 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 wo

3、rld works and 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

4、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, and the success of our clients.ACCENTURE: CORE VALUES1989 Andersen Consulting becomes a s

5、eparate 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 its first annual report $2.9 billion 27,000 employees1997 Andersen Consulting creates a global netwo

6、rk 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 becomes Managing Partner and introduces the 100 Day Plan Andersen Consulting wins arbitration against

7、Arthur Andersen01.01.01 Accenture, 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

8、companies 100 of the most 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/PacificHamburg

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

10、mini SogetiUNISYSIBMComputer SciencesEDSBoston ConsultingBooz AllenACCENTURE: MARKET UNITSFinancial Services Banking Health Services InsuranceProducts Automotive, Industrial Equipment, Travel & Transportation Consumer & Pharmaceutical Products RetailCommunications & High Tech Communicati

11、ons Electronics & High Tech Media & EntertainmentResources Chemicals Energy & Natural Resources UtilitiesGovernmentACCENTURE: SAMPLE CLIENT LISTAGENDA Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some bas

12、ics) Graphics (from data to chart)NATURE, 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 consulti

13、ngConsulting market overviewConsultant: 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 pro

14、vide expert counsel.“ (IKS)Consulting 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)Cons

15、ulting is whatever a consultant does. (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

16、 of scientific management“ by F. Taylor1911Motion 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 m

17、an“1947Foundation of the Travistock InstituteCONSULTING 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 mana

18、gement“1957Argyris: Personality and Organization“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 BritainEV

19、OLUTION OF CONSULTING FOCUS198019851990199520002005 Quality ManagementLean ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce StrategyTYPES OF CONSULTINGDifferent types of management consultingStrategyAdvice and counsel about corporate-level or business-unit strategiesOperatio

20、ns Management Figuring 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 massi

21、ve packaged software solutions“.Worldwide 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 overview1998:6

22、2.500 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%TOP 20 CO

23、NSULTING 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 & Company2.5002.200n/a8Me

24、rcer 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 Consulting8537009.10017Bo

25、ston Consulting Group730655n/a18Watson Wyatt Worldwide7206725.10019Bain & Company6305512.20020Aon Consulting Worldwide6155535.500Revenues in Mio $TOP 30 CONSULTING COMPANIES IN GERMANYSource: Lnendonk Consultancy + Research GbR, HamburgFirm19991998199919981 CSC Ploenzke AG, Kiedrich1251974398631

26、722 Andersen Consulting Unternehmensberatung GmbH, Sulzbach1240804240121273 McKinsey730650142013004 Roland Berger & Partner GmbH, Mnchen680574134112045 gedas GmbH, Berlin648405299419696 KPMG Consulting GmbH, Frankfurt524400138010237 PriceWaterhouseCoopers Unternehmensberatung GmbH, Frankfurt4813

27、40180013008 Plaut -Gruppe, Ismaning460340180013009 Ernst & Young Consulting GmbH, Stuttgart4413081456110310 A.T. Kearney GmbH, Dsseldorf39524659044211 Softlab GmbH, Mnchen3603201398127012 Gemini36032060054413 The Boston Consulting Group36031049042514 Sercon3342651650125015 Mummert + Partner Unte

28、rnehmensberatung AG, Hamburg330264105087516 Origin29524395082217 pdv Unternehmensberatung GmbH, Hamburg253213103088018 Materna GmbH, Dortmund25214873059019 CMG Deutschland GmbH, Eschborn24311485555020 PSI AG, Berlin24218694975121 Atos GmbH, Stuttgart235230105090822 msg Systeme GmbH, Ismaning/Mnchen2

29、2018495085023 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 AG, Mnchen19015765855229

30、 Marketing Corporation, Bad Homburg18115636132530 Heyde 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 organizatio

31、n 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.REASONS TO HIRE EXTERNAL CONSULTANTS (1/2)

32、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 complexity of transactions and tasks related to Post

33、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 enabled new companies to enter the market. In order to

34、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)REASONS TO HIRE EXTERNAL CONSULTANTS (2/2)Reasons for clients to hire exter

35、nal 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.Lack of in-house expertise in Processes, technologies, industry

36、 best practices, and project management.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

37、 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 client as the task is completed. Share information about industry and competit

38、ion: This is essential to reaching company 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 bus

39、iness and technical challengesDevelop 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

40、 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-line.6. Tries to call room-service from the bedroom.7. Congratulates your parents for successful

41、 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 relationship as a diagnostic period.NATURE, TRENDS, CAREERSNature and purpose of consultingRecen

42、t trends and current challengesStaff and 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 Partne

43、rshipsNew suppliers enter the consulting 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-en

44、able 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 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 o

45、f 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 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 w

46、hat I say. ”- Jose Campos, president of 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

47、 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 schemes like: Fixed price (especially done by smaller / start-up companies) Risk and reward sharing Equity payment Payment in terms of %-age of

48、actual value added On time delivery clauses 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.Acquisit

49、ions of smaller and mid-sized consulting 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” - Rol

50、and Berger & bmpSPLIT TAX/AUDITING REASONS AND CONSEQUENCESReasons U.S. Security and Exchange Commission:Critical if Consulting 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

51、 as long as they are part of auditing companiesConsequences Consulting companies can and will go public (e.g. KPMG) No more legal restrictions for consulting companies to advice other companies Differentiation process will accelerate (increasing marketing activities) Repositioning needs SPLIT TAX/AU

52、DITING - CONSULTING Examples Andersen Consulting vs. Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur Andersen KPMG:IPO of KPMG Consulting BusinessCisco took 20% stakeAnother 20% for the accounting part Hewlett Packard interested to buy PriceWaterhouseC

53、oopers Management and IT Consulting part Cap Gemini to buy consulting piece of Ernst & Young A.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

54、CSC:- Peoplesoft - Broadvision- IBM- Lucent - Nokia 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 PriceWaterhouseC

55、oopers partInternet service providers, e.g. Pixelpark 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 Systemh

56、ausFinancial Institutions and Telecommunication companiesEXPANSION 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 crit

57、ical, therefore high advertising budgetsIPO Strategies: 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

58、THE ESTABLISHED CONSULTING COMPANIES As eCommerce is 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 pa

59、rtnering they are able to provide a full implementation 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, Ar

60、thur Andersen will get more into IT consultingIPO in order to attract personnelUntil backdrop of Dot.Coms 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 Ca