【精品文档】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, 2001Wysza Szkoa Przedsibiorczoci i Zarzdzania im. Leona Komiskiegow WarszawiePresentationan EDS companyAgenda Overview of management consulting A.T. Kearney as a strategic management consulting firmConsultants role in A.T.

2、 KearneyThe future of management consulting Overview of management consultingToday, one is confronted with a variety of consultants . . . . Tax “consultantsHair “consultantsImage “consultantsColor “consultantsCatering “consultantsWhat then, is “management consulting?Overview of management consulting

3、One definition . . . .Management consulting = assisting management in facilitating change to gain and sustain competitive advantageOverview of management consultingCompanies engage management consultants for several reasons some good, some not so good Some reasons why companies hire consultantsThe c

4、ompany 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-so-good reasonEveryone in the company is too b

5、usy- Not-so-good reasonManagement needs a “tie breaker- Not-so-good reasonOverview of management consultingWhy does management consulting seem to be growing in importance?The nature of business is changing so rapidly that companiesCannot provide for every eventuality in the organizational structureF

6、ind it difficult to maintain permanent staff functionsCompanies need “tailored solutions to remain competitive in an increasingly global marketplaceThe high cost of what management consulting provides can only be justified by companies on an outsourced, as needed basis Overview of management consult

7、ingWhy does there continue to be a demand for management consulting?Most companies do not know how to Analyze themselves in an objective way when business situations change significantlyOperate in a temporary, project modeUnfortunately, most business schools do not Prepare managers for “exceptions i

8、n business situationsTeach real project managementOverview of management consultingInformation technologyOperationsStrategySystem strategy creation Information systems market analysisSelecting appropriate IT solutions Inplementation of selected IT solutionsProcess optimalizationChange management Bus

9、iness process reengineeringStrategic sourcingSupply chain managementService level improvementBenchmarkingOrganization restructuringCorporate strategyStrategic business unitse-business strategyProduction strategyDistribution strategyMarket entry strategyRestructuringThe major global management consul

10、ting firms concentrate in three areas of consulting; A.T. Kearney, together with EDS, cover the whole spectrumMcKinseyMonitor, BCG, BainBooz AllenAccentureCSC IndexIBM ConsultingA.T. Kearney (EDS)“Big Five firmsOverview of management consultingConsulting Industry Market Size and Growth RatesMarket S

11、ize($ B)Per Annum Growth Rate(%)Source: The Global Consulting Marketplace: Key Data, Forecasts & Trends 2000 Edition, Kennedy Information Research Group. Chart pertains to the market for consulting firms independent of hardware/software organizationsIT projects to represent over 50 percent of the ma

12、rket The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.Overview of management consultingThe consulting services in Poland emerged after the transformation in 1989 with privatization; other segments of the market developed later198919901991

13、199219931994199519961997199819992000Development of the consulting market in PolandPrivatization consultingAudit and legal servicesIT consultingHigh value added consultingStart of the economic transformationOverview of management consultingThe development stages in Poland were significantly different

14、 than in Western Europe Source : A.T. Kearney1998 - 20001994 - 19971990 - 1993ExternaltrendsStart of economic transformationPrivatization of state own enterprisesFast growth of the economyDevelopment of the free market institutions (e.g. stock exchange)Acquisitions by foreign investorsConsolidation

15、of the economyIncreased competitive preasureAcquisitions and post merger integrationsBig ticket privatizationsConsultantsvaluepropositionPrivatizationFinancial valuationPrivatization/Due DilligenceIT consultingRestructuringEfficiency improvementReorganization/ReengineeringStrategyIT consultingKey pl

16、ayersSmall Polish companiesSmaller foreign companies specialized in financial / privatization consultingBig fiveSpecialized Polish companiesBig fiveA.T. KearneyMcKinseyBCG, .Key factors for successRelationshipsPricesLocal knowledgeQuality standardsValue addedGlobal networkRelationshipMajor client gr

17、oupState administrationLargest Polish state-owned enterprisesForeign investorsForeign investorsLargest Polish, privately owned corporations Overview of management consultingThe consulting market in Poland is still significantly different than in other countries DifferencesDriversLow sophistication o

18、f the market. Many potential clients do not recognize the need for consulting servicesBrand names of global players not knownConsulting fees relatively higher in relation to personal costs Two groups of clients:International companies entering PolandLargest Polish companies of which many are state o

19、wnedLocal shortage of consulting and industry knowledge and experienceMarket dominated by financial and tax advisoryLocal consultancies enjoy important market position in PolandDifferent product offerings and selling strategies for domestic and for international clientsNeed to transfer knowledge and

20、 experience from developed marketsOverview of management consultingConsulting market in Poland is still dominated by financial and tax advisory services Percentage of companies using different consulting servicesSource : BOSS-GospodarkaFinancial and tax advisoryQuality management Business strategy H

21、uman resources Public relations Other Do not use consulting servicesOverview of management consultingIn parallel to world-wide brands, local consultancies enjoy important market position in PolandPolish subsidiaries of global consultanciesDominant strategies:Focus on long-term relationship with clie

22、ntFocus on several key products / industriesKey success factorsGlobal networkCombination of industry and local knowledge Tangible resultsTargeted client segmentInternational companiesLargest Polish corporations from strategic industriesProductsValue added projects Dominant strategiesNiche playersSpe

23、cialization in one product / industryKey success factorsPricePersonal relationshipsTargeted client segmentSmall and medium enterprisesState and local governmentsProductsOff-the-shelf reportsCompany valuationsIssuing prospectusesFeasibility studiesLocal companiesOverview of management consultingClien

24、ts can be split into two groups having different expectations regarding consulting services International clients Local clientsProductsMarket entry strategiesDistribution strategiesPost merger integration of acquired local companiesEfficiency improvement in acquired companiesProjects sold mostly out

25、side Poland (at the HQ level)Co-operation characteristicsUsed to work with consultantsUsed to consulting feesExpect involvement of own staffValue added drivenProductsStrategy developmentMarketing strategiesRestructuringCost reductionIT systemsProjects sold in PolandCo-operation characteristicsUsed t

26、o work with consultantsUsed to consulting feesExpect consultants to do “everythingPrice drivenOverview of management consultingGlobal high-value-added consulting companies will have an advantage over local consulting companies because global companies - Can leverage worldwide intellectual capital an

27、d experience- Still have necessary local capabilitiesGlobal capabilities and supportOn-line access to intellectual capital, data bases, benchmarks Training and global project experience for local consultantsOverview of management consultingA.T. Kearney as a strategic management consulting firmFounde

28、d in 1926International scope 65 offices in 34 countriesOver 3000 consultantsSince 1996, A.T. Kearney is the second largest strategic management consulting firm in the worldOver 3000 projects engagements per year1,4 bln USD turnover in 2001Since 1995, A.T. Kearney is part of EDS, the international le

29、ader in technology information80% of work for repeat clientsAverage consultant work experience: 17 yearsTokyoChicagoNew YorkMadridLondonDsseldorfMilanAmsterdamBrusselsMunichStuttgartSingaporeStockholmOsloCopenhagenHong KongSan FranciscoLos AngelesDallasPhoenixAtlantaMexicoSao PauloMelbourneSydneyBer

30、linTorontoBostonClevelandWashingtonParisA.T. Kearney is one of the leading high-value-added strategic management consulting firms in the worldWarsawPragueA.T. Kearney as a strategic management consulting firmA.T. Kearney is one of the few high-value-added management consulting firms which possesses

31、the full range of consulting servicesComplete set of consulting skillsBusiness and marketing strategyPost merger integrationStrategy sourcingTransforming the enterpriseRestructuringTechnology managementPhysical distribution & logisticsOperations redesign Process & structureChange managementMulti-fun

32、ctional bemchmarkingA.T. Kearney as a strategic management consulting firmCore competenciesSample of Recent ClientsRepresentative Annual Results AchievedAmeritechAnglianBTCarrefourCasinoEuro DisneyGaleries LafayetteGeneral MotorsHouse of FraserJohnson & JohnsonKeeblerKelloggMetroMonoprixNabiscoNomur

33、aPepsiCoPromodesPrudentialQuelleSearsShellSprintUnileverWal-mart“A.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 dollarsFred Smith, CEO, Federal Express“in sharpest contrast A.T. Kearney consult

34、ants helped engineer one of the most stunning corporate turnarounds in recent memory(Excerpt about Sears success working with A.T. Kearney, review of Dangerous Company in Fortune, August 18, 1997)“The Kearney work has made us radically re-think our approach to the business. We wouldnt have done that

35、 otherwiseMarks & Spencer Supplier“A.T. Kearney is really the father of our global purchasing system. “They are our achievement consultantsJack Smith, CEO, GM“We wanted consultants who wouldnt just give us advice and walk awayJohn Rose, CEO, Rolls-RoyceFederal Express$500 MillionSears$750 MillionRol

36、ls-Royce$750 millionMarks & Spencer$250 millionGeneral Motors$3.5 BillionA.T. Kearney is committed to delivering tangible and measurable “bottom-line results for our clientsA.T. Kearney as a strategic management consulting firmSource: Louis Harris Survey, 1998A.T. Kearney is the global leader in cli

37、ent satisfactionA.T. Kearney as a strategic management consulting firmA.T. Kearney is a leader in the field of Integrated Supply Chain ManagementDelivered keynote address at the 1999 NRF annual conference on and leadership practices in driving success through consumer-focused supply chains Co-sponso

38、red Asia LOGICON conference for senior logistics professionals (1999)Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific regionPresented research findings on issues, bottlenecks and IT-related concerns of the Asian supply chainFeatured presenter for the Council

39、of Logistics Management: “Why Effective Partnerships Require a Clear Supply Chain StrategyDelivered keynote address at 1999 Strategic Electronic Commerce Conference, an EDS-sponsored conferenceFeatured speaker at AsiaPorts 1998 conference - “How Shifting Global Sourcing Patterns Are Impacting Port O

40、perationsHosted CEO Forum on “Challenges in the Digital Future in the 21st Century, with topics including digital supply chain opportunities and digital demand managementSponsoring future supply chain industry seminars:Global Excellence in Operations with Fortune (2000)2000 Supply Chain Management C

41、onference (2000)A.T.Kearney/European Logistics Association: Insight to Impact. Results of the Fourth Quinquennial European Logistics Study 1999“White papers and research studiesA.T. Kearney has been cited in several articles on supply chain managementLeadershipPast President of Council of Logistics

42、ManagementPast President of Canadian Association of Logistics ManagementSeminars, Research and LeadershipSelected ExamplesA.T. Kearney as a strategic management consulting firmA.T. Kearney facilitates new thinking on the future of the Retail/Consumer Products industry through several forumsThought L

43、eadershipLead the EDS/GMA Future Forces Roundtable, held annuallyBring together the CEOs and Presidents of the leading grocery manufacturers and retailersFacilitate discussions on future of technology and scienceHelp to bring together new breakthrough thinking e.g. UCCNet was formed based on the act

44、ions set out in the 1998 Future Forces meeting.A.T. Kearney is active with the World Economic Forum on several levelsA.T. Kearney leads the Food and Beverage Governors Meetings in Davos Switzerland as part of the World Economic Forums annual meetingPublishes annual white papers on advanced topics of

45、 interest to food and beverage executives as part of the World Economic Forum proceedingsA.T. Kearney participates with Grocery Manufacturers of America on several frontsFacilitate Top-to-Top meetings at the annual Greenbrier CEO Conference (1999, 2001)Master of Ceremonies at the annual Information

46、Systems, Logistics and Distribution conference (1997, 2001)Facilitate key issues forums with executive members (Presidents meeting (2000), Board of Directors (1999,2000)World Economic ForumSelected ExamplesA.T. Kearney as a strategic management consulting firmAssessed Delphi Automotive in implementi

47、ng a “value capture program for all modules of SAP/R3, for 50 sites throughout Europe, identifying over $28MM in incremental savingsAligned business and IT strategies with core processes, and leveraged existing ERP investments to derive additional business value; Leveraged IT assets by establishing

48、IT shared services capabilitiesDeveloped a comprehensive E-Business “landscape and competitive strategy, then assessed and realigned ERP priorities to support global purchase order management and supply-chain strategiesAssisted HP in conducting an SAP post-implementation audit, recapturing over $19M

49、M in net savingsIdentified over $250MM in unrealized business benefits in operations optimization, fleet productivity, staff reduction and sourcing as a result of their SAP implementationPre-merger assessment including the ERP integration of two global multi-billion dollar organizations and creation

50、 of financial and HR shared services organizations; identified $52MM in IT run-rate reductionsRestructured and consolidated IT organization to improve efficiency and effectivenessAssisted with functional and operational requirements analysis, ERP program management, global ERP consolidation, and ERP

51、 global template design and integrationAssisted with global restructuring and consolidation of IT organizations and systems, to improve operational efficiency and effectivenessReinvented IT organization, processes, and infrastructure as part of post-merger integration with Bank of AmericaAligned and

52、 streamlined business and IT processes and systems; developed an IT architecture “blueprint for all enterprise applicationsRestructured business and IT processes for better alignment, and assisted in outsourcing certain IT functions to modernize the IT infrastructure; developed the IT blueprint to l

53、everage 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 firmA.T. Kearney is the recognized European leader in several industriesMajor clients per

54、practiceDeutsche BankBNLBarclaysSociete GeneraleAXAFinancial inst.Rohm&HaasArjo WigginsBASFPechineyBP/AmocoChemicals/O&GFIAT GroupVWGM EuropeDaimler ChryslerRenaultAutomotiveFrance TelecomSiemensDeutsche TelekomLucentPhilipsComm/hi-techVEBA/VIAGDrewagMainovaENELENBW/NeckarUtilitiesCarrefourMarks &Sp

55、encerGalerie LafayetteUnileverAuchanConsumer/retailRolls Royce plc.AerospaceGambroQuintilesMerckHenkelPharma/healthSAir GroupAir FranceLufthansaKLMDeutsche BahnTransportationA.T. Kearney as a strategic management consulting firmA.T. Kearney has wide experience in many industry sectors in PolandA.T.

56、Kearney as a strategic management consulting firmAutomotiveEnergyChemicalBankingInsuranceTelecommunicationsLogistics and distributionPublishingSteelFast-moving consumer goodsRetirement fundsFoodMiningShipbuildingCapital marketsMediaReal estateGovernment institutionsExamples of projects realized by A

57、.T. Kearney in Poland Number one Polish publisherLeading shipping companyMajor Scandinavian bankLeading automotive components manufacturerStrategyMISOrganisational structureGovernmental assistance programme developmentMarket entry strategySAP implementationPublishingTransportationFinancial Instituti

58、onsAutomotiveIndustryClientProjectSelectionMobile telephony providerOperations improvementBusiness market diagnosticsLoyalty programTelecomAlternative fixed line telephony provider Business planning for regional marketsProject managementTelecomA.T. Kearney as a strategic management consulting firmCo

59、nsultants role in A.T. KearneyBecoming a good management consultant requires time, experience and certain key skillsBusiness educationBusiness experienceManagement backgroundTechnical backgroundConsulting experienceWritten and oral skillsAnalytical skillsCreative thinkingManagement Consulting Capabi

60、lityConsultants role in A.T. KearneySix key rules* must be followed by every good management consultantKnow what youre doing! Dont act beyond your capabilitiesContinually add value commensurate with your skill and client expectationsKeep to the agreed-upon project scopeHold client information strict