科尔尼公司简介及咨询顾问职业生涯发展ppt课件

1、“Strategic management consulting the A.T. Kearney perspective” Warsaw, May 28, 2019Wysza Szkoa Przedsibiorczoci i Zarzdzania im. Leona Komiskiegow WarszawiePresentationan EDS company2A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjAgenda nOverview of management consulting nA.T. Kea

2、rney as a strategic management consulting firmnConsultants role in A.T. KearneynThe future of management consulting 3A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjOverview of management consulting4A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjToday, one is con

3、fronted with a variety of consultants . . . . Tax “consultants”Hair “consultants”Image “consultants”Color “consultants”Catering “consultants”What then, is “management consulting?Overview of management consulting5A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjOne definition . . . .

4、Management consulting = assisting management in facilitating change to gain and sustain competitive advantageOverview of management consulting6A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjCompanies engage management consultants for several reasons some good, some not so good Som

5、e reasons why companies hire consultantsThe company does not have the necessary skills internally- Good reasonThe company has never confronted this situation before- Good reasonManagement needs fresh ideas and a new perspective - Good reasonManagement wants the consultant to confirm its ideas- Not-s

6、o-good reasonEveryone in the company is too busy- Not-so-good reasonManagement needs a “tie breaker”- Not-so-good reasonOverview of management consulting7A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjWhy does management consulting seem to be growing in importance?The nature of bu

7、siness is changing so rapidly that companiesCannot provide for every eventuality in the organizational structureFind it difficult to maintain permanent staff functionsCompanies need “tailored” solutions to remain competitive in an increasingly global marketplaceThe high cost of what management consu

8、lting provides can only be justified by companies on an outsourced, as needed basis Overview of management consulting8A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjWhy does there continue to be a demand for management consulting?Most companies do not know how to Analyze themselve

9、s” in an objective way when business situations change significantlyOperate in a temporary, project modeUnfortunately, most business schools do not Prepare managers for “exceptions” in business situationsTeach real project managementOverview of management consulting9A.T. Kearney / Szkoa Biznesu im.

10、Kozminskiego / May 28, 2001 / shjInformation technologyOperationsStrategySystem strategy creation Information systems market analysisSelecting appropriate IT solutions Inplementation of selected IT solutionsProcess optimalizationChange management Business process reengineeringStrategic sourcingSuppl

11、y chain managementService level improvementBenchmarkingOrganization restructuringCorporate strategyStrategic business unitse-business strategyProduction strategyDistribution strategyMarket entry strategyRestructuringThe major global management consulting firms concentrate in three areas of consultin

12、g; A.T. Kearney, together with EDS, cover the whole spectrumMcKinseyMonitor, BCG, BainBooz AllenAccentureCSC IndexIBM ConsultingA.T. Kearney (EDS)“Big Five” firmsOverview of management consulting10A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shj$73$89$100$117132$146$15921,9%17,7%9,

13、0%10,7%12,9%16,8%12,1%$0$20$40$60$80$100$120$140$160$18019971998199920002001200220030,0%5,0%10,0%15,0%20,0%25,0%Consulting Industry Market Size and Growth RatesMarket Size($ B)Per Annum Growth Rate(%)Source: The Global Consulting Marketplace: Key Data, Forecasts & Trends 2000 Edition, Kennedy Inform

14、ation Research Group. Chart pertains to the market for consulting firms independent of hardware/software organizationsIT projects to represent over 50 percent of the market The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.Overview of mana

15、gement consulting11A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjThe consulting services in Poland emerged after the transformation in 1989 with privatization; other segments of the market developed later198919901991199219931994201920192019201920192000Development of the consultin

16、g market in PolandPrivatization consultingAudit and legal servicesIT consultingHigh value added consultingStart of the economic transformationOverview of management consulting12A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjThe development stages in Poland were significantly diffe

17、rent than in Western Europe Source : A.T. Kearney2019 - 20001994 - 20191990 - 1993Externaltrends Start of economic transformation Privatization of state own enterprises Fast growth of the economy Development of the free market institutions (e.g. stock exchange) Acquisitions by foreign investors Cons

18、olidation of the economy Increased competitive preasure Acquisitions and post merger integrations Big ticket privatizationsConsultantsvalueproposition Privatization Financial valuation Privatization/Due Dilligence IT consulting Restructuring Efficiency improvement Reorganization/Reengineering Strate

19、gy IT consultingKey players Small Polish companies Smaller foreign companies specialized in financial / privatization consulting Big five Specialized Polish companies Big five A.T. Kearney McKinsey BCG, .Key factors for success Relationships Prices Local knowledge Quality standards Value added Globa

20、l network RelationshipMajor client group State administration Largest Polish state-owned enterprises Foreign investors Foreign investors Largest Polish, privately owned corporations Overview of management consulting13A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjThe consulting ma

21、rket in Poland is still significantly different than in other countries DifferencesDriversn Low sophistication of the market. Many potential clients do not recognize the need for consulting servicesn Brand names of global players not knownn Consulting fees relatively higher in relation to personal c

22、osts n Two groups of clients:n International companies entering Polandn Largest Polish companies of which many are state ownedn Local shortage of consulting and industry knowledge and experiencenMarket dominated by financial and tax advisorynLocal consultancies enjoy important market position in Pol

23、andnDifferent product offerings and selling strategies n for domestic and for international clientsnNeed to transfer knowledge and experience from developed marketsOverview of management consulting14A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjConsulting market in Poland is stil

24、l dominated by financial and tax advisory services 20%22%3%4%11%12%34%Percentage of companies using different consulting servicesSource : BOSS-GospodarkaFinancial and tax advisoryQuality management Business strategy Human resources Public relations Other Do not use consulting servicesOverview of man

25、agement consulting15A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjIn parallel to world-wide brands, local consultancies enjoy important market position in PolandPolish subsidiaries of global consultanciesn Dominant strategies:n Focus on long-term relationship with clientn Focus o

26、n several key products / industriesn Key success factorsn Global networkn Combination of industry and local knowledge n Tangible resultsn Targeted client segmentn International companiesn Largest Polish corporations from strategic industriesn Productsn Value added projects n Dominant strategiesn Nic

27、he playersn Specialization in one product / industryn Key success factorsn Pricen Personal relationshipsn Targeted client segmentn Small and medium enterprisesn State and local governmentsn Productsn Off-the-shelf reportsn Company valuationsn Issuing prospectusesn Feasibility studiesLocal companiesO

28、verview of management consulting16A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjClients can be split into two groups having different expectations regarding consulting services International clients Local clientsn Productsn Market entry strategiesn Distribution strategiesn Post m

29、erger integration of acquired local companiesn Efficiency improvement in acquired companiesn Projects sold mostly outside Poland (at the HQ level)n Co-operation characteristicsn Used to work with consultantsn Used to consulting feesn Expect involvement of own staffn Value added drivenn Productsn Str

30、ategy developmentn Marketing strategiesn Restructuringn Cost reductionn IT systemsn Projects sold in Polandn Co-operation characteristicsn Used to work with consultantsn Used to consulting feesn Expect consultants to do “everything”n Price drivenOverview of management consulting17A.T. Kearney / Szko

31、a Biznesu im. Kozminskiego / May 28, 2001 / shjGlobal high-value-added consulting companies will have an advantage over local consulting companies because global companies - Can leverage worldwide intellectual capital and experience- Still have necessary local capabilitiesGlobal capabilities and sup

32、portOn-line access to intellectual capital, data bases, benchmarks Training and global project experience for local consultantsOverview of management consulting18A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney as a strategic management consulting firm19A.T. Kearney / S

33、zkoa Biznesu im. Kozminskiego / May 28, 2001 / shjnFounded in 1926nInternational scope n65 offices in 34 countriesnOver 3000 consultantsnSince 2019, A.T. Kearney is the second largest strategic management consulting firm in the worldnOver 3000 projects engagements per yearn1,4 bln USD turnover in 20

34、19nSince 2019, A.T. Kearney is part of EDS, the international leader in technology informationn80% of work for repeat clientsnAverage consultant work experience: 17 yearsTokyoChicagoNew YorkMadridLondonDsseldorfMilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHong KongSan

35、FranciscoLos AngelesDallasPhoenixAtlantaMexicoSao PauloMelbourneSydneyBerlinTorontoBostonClevelandWashingtonParisA.T. Kearney is one of the leading high-value-added strategic management consulting firms in the worldWarsawPragueA.T. Kearney as a strategic management consulting firm20A.T. Kearney / Sz

36、koa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney is one of the few high-value-added management consulting firms which possesses the full range of consulting servicesComplete set of consulting skillsBusiness and marketing strategyPost merger integrationStrategy sourcingTransforming the e

37、nterpriseRestructuringTechnology managementPhysical distribution & logisticsOperations redesign Process & structureChange managementMulti-functional bemchmarkingA.T. Kearney as a strategic management consulting firmCore competencies21A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shj

38、Sample of Recent ClientsRepresentative Annual Results Achieved Ameritech Anglian BT Carrefour Casino Euro Disney Galeries Lafayette General Motors House of Fraser Johnson & Johnson Keebler Kellogg Metro Monoprix Nabisco Nomura PepsiCo Promodes Prudential Quelle Sears Shell Sprint Unilever Wal-mart“A

39、.T. Kearney has helped enormously to address our key issues We have planned and implemented cost reduction programs that will return over half a billion dollars”Fred Smith, CEO, Federal Express“in sharpest contrast A.T. Kearney consultants helped engineer one of the most stunning corporate turnaroun

40、ds in recent memory”(Excerpt about Sears success working with A.T. Kearney, review of Dangerous Company in Fortune, August 18, 2019)“The Kearney work has made us radically re-think our approach to the business. We wouldnt have done that otherwise”Marks & Spencer Supplier“A.T. Kearney is really the f

41、ather of our global purchasing system.” “They are our achievement consultants”Jack Smith, CEO, GM“We wanted consultants who wouldnt just give us advice and walk away”John Rose, CEO, Rolls-RoyceA.T. Kearney is committed to delivering tangible and measurable “bottom-line” results for our clientsA.T. K

42、earney as a strategic management consulting firm22A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjSource: Louis Harris Survey, 2019A.T. Kearney is the global leader in client satisfaction71%74%75%77%79%79%80%82%94%0%10%20%30%40%50%60%70%80%90%100%CSC IndexIBMBoston ConsultingBooz-A

43、llen & HamiltonAndersen ConsultingMcKinsey & CompanyPrice WaterhouseKPMG Peat MarwickA.T. KearneyA.T. Kearney as a strategic management consulting firm23A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney is a leader in the field of Integrated Supply Chain Management Deliv

44、ered keynote address at the 2019 NRF annual conference on and leadership practices in driving success through consumer-focused supply chains Co-sponsored Asia LOGICON conference for senior logistics professionals (2019) Addressed supply chain strategies and overcoming logistics obstacles for the Asi

45、a-Pacific region Presented research findings on issues, bottlenecks and IT-related concerns of the Asian supply chain Featured presenter for the Council of Logistics Management: “Why Effective Partnerships Require a Clear Supply Chain Strategy” Delivered keynote address at 2019 Strategic Electronic

46、Commerce Conference, an EDS-sponsored conference Featured speaker at AsiaPorts 2019 conference - “How Shifting Global Sourcing Patterns Are Impacting Port Operations” Hosted CEO Forum on “Challenges in the Digital Future in the 21st Century”, with topics including digital supply chain opportunities

47、and digital demand management Sponsoring future supply chain industry seminars: Global Excellence in Operations with Fortune (2000) 2000 Supply Chain Management Conference” (2000) A.T.Kearney/European Logistics Association: Insight to Impact. Results of the Fourth Quinquennial European Logistics Stu

48、dy 2019“ White papers and research studies A.T. Kearney has been cited in several articles on supply chain management Leadership Past President of Council of Logistics Management Past President of Canadian Association of Logistics ManagementSeminars, Research and LeadershipSelected ExamplesA.T. Kear

49、ney as a strategic management consulting firm24A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney facilitates new thinking on the future of the Retail/Consumer Products industry through several forumsThought Leadership Lead the EDS/GMA Future Forces Roundtable, held annua

50、lly Bring together the CEOs and Presidents of the leading grocery manufacturers and retailers Facilitate discussions on future of technology and science Help to bring together new breakthrough thinking e.g. UCCNet was formed based on the actions set out in the 2019 Future Forces meeting. A.T. Kearne

51、y is active with the World Economic Forum on several levels A.T. Kearney leads the Food and Beverage Governors Meetings in Davos Switzerland as part of the World Economic Forums annual meeting Publishes annual white papers on advanced topics of interest to food and beverage executives as part of the

52、 World Economic Forum proceedings A.T. Kearney participates with Grocery Manufacturers of America on several fronts Facilitate Top-to-Top meetings at the annual Greenbrier CEO Conference (2019, 2019) Master of Ceremonies at the annual Information Systems, Logistics and Distribution conference (2019,

53、 2019) Facilitate key issues forums with executive members (Presidents meeting (2000), Board of Directors (2019,2000)World Economic ForumSelected ExamplesA.T. Kearney as a strategic management consulting firm25A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shj Assessed Delphi Automot

54、ive in implementing a “value capture” program for all modules of SAP/R3, for 50 sites throughout Europe, identifying over $28MM in incremental savings Aligned business and IT strategies with core processes, and leveraged existing ERP investments to derive additional business value; Leveraged IT asse

55、ts by establishing IT shared services capabilities Developed a comprehensive E-Business “landscape” and competitive strategy, then assessed and realigned ERP priorities to support global purchase order management and supply-chain strategies Assisted HP in conducting an SAP post-implementation audit,

56、 recapturing over $19MM in net savings Identified over $250MM in unrealized business benefits in operations optimization, fleet productivity, staff reduction and sourcing as a result of their SAP implementation Pre-merger assessment including the ERP integration of two global multi-billion dollar or

57、ganizations and creation of financial and HR shared services organizations; identified $52MM in IT run-rate reductions Restructured and consolidated IT organization to improve efficiency and effectiveness Assisted with functional and operational requirements analysis, ERP program management, global

58、ERP consolidation, and ERP global template design and integration Assisted with global restructuring and consolidation of IT organizations and systems, to improve operational efficiency and effectiveness Reinvented IT organization, processes, and infrastructure as part of post-merger integration wit

59、h Bank of America Aligned and streamlined business and IT processes and systems; developed an IT architecture “blueprint” for all enterprise applications Restructured business and IT processes for better alignment, and assisted in outsourcing certain IT functions to modernize the IT infrastructure;

60、developed the IT blueprint to leverage ERP systemsIn addition to a market leading reputation in supply chain, A.T. Kearney has also delivered significant IT enabled transformation initiativesA.T. Kearney as a strategic management consulting firm26A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 2