企业管理咨询管理顾问入门第1、2部分

企业管理咨询管理顾问入门第1、2部分Lecture–ManagementConsulting:AnIntroduction

7/4/20232AGENDAIntroduction/ExpectationsExleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)7/4/20233AGENDAIntroduction/ExpectationsExleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)7/4/20234OurMission:Helpingourclientscreatetheirfuture.ACCENTURE:MISSIONANDVISIONOurVision:

Tobecomeoneoftheworld'sleadingcompanies,bringinginnovationstoimprovethewaytheworldworksandlives.7/4/20235OneGlobalFirm–Acttoenhancethecollectivevaluesoftheglobalpartnership,whilesustaininglocalculture.Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow.Integrity–Actwithopennessandhonesty.Always.RespectfortheIndividual–Treateachpersonaswewouldliketobetreated.QualityClientService–Understandandmeetclientexpectations100percentofthetime.BestPeople–Arehighlycompetentandmakeacommitmenttoexcellence,teamwork,andthesuccessofourclients.ACCENTURE:COREVALUES7/4/202361989

AndersenConsultingbecomesaseparatebusinessunitfromArthurAndersen$1.6billion21,400employees1991Horizon2000Initiativetodevelopmissionandstrategicplan$2.3billion25,000personnel1993AndersenConsultingissuesitsfirstannualreport$2.9billion27,000employees1997AndersenConsultingcreatesaglobalnetworkofcommunications-focusedsolutioncentersinanefforttosetthestandardforspeedandqualityofperformance$6.6.Billion53,000employees1998$8.3billion65,000employees2000JoeForehandbecomesManagingPartnerandintroducesthe100DayPlanAndersenConsultingwinsarbitrationagainstArthurAndersenAccenture,formerlyknownasAndersenConsultingACCENTURE:IMPORTANTMILESTONES7/4/20237ACCENTUREGLOBALLYEmployees: over65,000Countries: 48Revenue‘99: 8,9BillionUSDClients: ThevastmajorityofFortune30mostprofitableglobalpubliccompaniesNearly75%ofFortune200globalcompanies100ofthemostsignificant“IndustryStandard”Internetcompanies7/4/20238ACCENTURE:DEVELOPMENTOFREVENUES(U.S.Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,37/4/20239ACCENTURE:GLOBALPERSONNELGROWTH199753,426199644,801199538,027199432,711199865,1347/4/202310AmericasEMEAIAsia/

PacificHamburgFrankfurtMünchenDüsseldorfBerlinWienZürichASG–

Austria,Switzerland,

GermanyACCENTUREINASG2,750Employees7OfficesRevenues:1,24Mrd.DM7/4/202311GlobalCompetitiveOverviewStrategyDigitalEquipmentMcKinseyAndersenConsultingOrganizationProcessesInformation

TechnologyBusinessProcessManagement(Outsourcing)CapGeminiSogetiUNISYSIBMComputerSciencesEDSBostonConsultingBoozAllen7/4/202312ACCENTURE:MARKETUNITSFinancialServicesBanking HealthServicesInsuranceProductsAutomotive,IndustrialEquipment,Travel&TransportationConsumer&PharmaceuticalProductsRetailCommunications&HighTechCommunicationsElectronics&HighTechMedia&EntertainmentResourcesChemicals Energy&NaturalResourcesUtilities Government7/4/202313ACCENTURE:SAMPLECLIENTLIST7/4/202314AGENDAIntroduction/ExpectationsExleconsultantcompanyConsulting:Nature,Trends,CareersSelectedMethods(frameworks)Research(somebasics)Graphics(fromdatatochart)7/4/202315NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsulting7/4/202316NATUREANDPURPOSEOFCONSULTINGNatureandPurposeofConsultingDefinitionof„Consulting“BrieflookintohistoryDifferenttypesofconsultingConsultingmarketoverviewConsultant:ProfessiondescriptionConsultingstrategiesShortoverviewovertheconsultingprocessReasonsforclientstohireexternalconsultantsGuidelinesfortheclient-consultantrelationship7/4/202317DEFINITIONOFCONSULTINGDefinitionofConsulting„Togiveexpertadviceorprovideexpertcounsel.“(IKS)„Consultingprovidesvaluebydiagnosing,strategizing,designing,constructing,integrating,operating,orimplementingsolutions.Consultingutilizesrelevantknowledge,basedonintegrityandobjectivity,inbothexpertandadvisoryroles.“(ConsultingServicesTeam)„Consultingiswhateveraconsultantdoes."(CambridgeComputerServices)7/4/202318CONSULTINGHISTORY(1/2)Brieflookintohistory1532 Macchiavelli‘s„IlPrincipe“1886 Foundationofthe„analyticaltestlab“byArthurD.Little1895 „Apieceratesystem“byF.Taylor1909 FoundationofArthurD.Little,Inc.1911 „Theprinciplesofscientificmanagement“byF.Taylor1911 „MotionStudy“byF.Gilbreth1912 „ConsultingFirms“byF.Gilbreth1914 E.BoozsetsupBusinessResearchServices1925 J.O.McKinseystartshisConsultingfirm1934 Urwick,Orr&Partners:Managementistlehr-undlernbar1939 PeterDrucker„Theendofeconomicman“1947 FoundationoftheTravistockInstitute7/4/202319CONSULTINGHISTORY(2/2)Brieflookintohistory1949 RobertWiener„Cybernetics“1950 MarvinBowerbecomesCEOofMcKinseyandstartswith theexpansion1951 FirstDeming-AvardforQualityinJapan1954 FoundationoftheBDU1954 PeterDrucker:„Thepractiseofmanagement“1957 Argyris:„PersonalityandOrganization“1959 Herzberg,Mausner,Snyderman:„Themotivationtowork“1960 McGregor:„Thehumansideofenterprise“,Maslow:„Motivation andPersonality“1963 FoundationofBostonConsultingGroup1965 FoundationofthefirsttwoBusinessUniversitiesinGreatBritain7/4/202320EVOLUTIONOFCONSULTINGFOCUS1980 1985 1990 1995 2000 2005

QualityManagementLeanManagementRe-engineeringERPprojectsWebTechnologyE-CommerceCRMM-CommerceStrategy7/4/202321TYPESOFCONSULTINGDifferenttypesofmanagementconsultingStrategyAdviceandcounselaboutcorporate-levelorbusiness-unitstrategiesOperationsManagementFiguringouthowtoimprovetheefficiencyorproductivityofhowabusinessworksHumanResourcesCompensationandbenefitsadvice,attracting,motivating,andretaininghighqualityemployeesInformationTechnologyDesign,implement,testandroll-outnewITorinstallandoperatemassivepackagedsoftware"solutions“.7/4/202322WorldwideProfessionalServicesMarket$billionsSource:Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGYVS.IT-CONSULTING18%annualgrowthPureStrategyIT-relatedService7/4/202323GERMANCONSULTINGMARKETOVERVIEWGermanConsultingmarketoverview1998: 62.500Management-,Personnel-andIT-Consultants(BDUe.V.) 13.200ConsultingCompanies Totalrevenues:18,8bn.DM(BDUe.V.)

1999: 64.500Management-,Personnel-andIT-Consultants(BDUe.V.) 14.300ConsultingCompanies Totalrevenues:21,3bn.DM(BDUe.V.)7/4/202324TOP20CONSULTINGCOMPANIESWORLDWIDE7/4/202325TOP30CONSULTINGCOMPANIESINGERMANYSource:LünendonkConsultancy+ResearchGbR,Hamburg7/4/202326WHEREDOYOUWANTTOGOTODAY?

AscenefromLewisCarroll's"Alice'sAdventuresInWonderland",whenAliceaskstheCheshirecatfordirections,speaksvolumesaboutplanningwhereanorganizationwantstobeinthefuture."Wouldyoutellme,please,whichwayIoughttogofromhere?"asksAlice.

"Thatdependsagooddealonwhereyouwanttogetto,"saidtheCat.

"Idon'tmuchcarewhere."saidAlice.

"Then,itdoesn'tmatterwhichwayyougo."saidtheCat.7/4/202327REASONSTOHIREEXTERNALCONSULTANTS(1/2)Reasonsforclientstohireexternalconsultants(1):Existingcompaniesarenotreadyforthepaceglobalizationandvanishingmarketbarrierstheyface->needConsultantswithbroadmarket/industryknowledgeIncreasingM&Aactivities->HighcomplexityoftransactionsandtasksrelatedtoPostMergerIntegrationChallengesofthehightechenvironment:employeesarewhollyoccupiedwithdailyworkanddon’thavethetimetothinkaboutinnovationsChangingworkingenvironmentnecessitatecreativeandup-to-dateHRManagementDeregulationenablednewcompaniestoenterthemarket.Inordertopositionandcompeteagainstformermonopoliststheyneedindustryrelatedconsultingexperience(+otherwayround,ex-monopoliststrytodefendthemselvesagainstnewmarketentriesusingtheknowledgeofexternalcompanies)7/4/202328REASONSTOHIREEXTERNALCONSULTANTS(2/2)Reasonsforclientstohireexternalconsultants(2):Consultantshaveaccesstoinformationonatrulyglobalbasis(KnowledgeExchange)Widespreadacceptanceofusingconsultantstogainoutsideexpertise.Rapidtechnologicalchange.Movementtoenterprisewidesolutions.Lackofin-houseexpertiseinProcesses,technologies,industrybestpractices,andprojectmanagement.7/4/202329BENEFITSOFUSINGCONSULTANTS

Subjectmatterexpert:Aconsultantwillsavetimeandmoneybyarrivingtoasolutiontotheclient‘sneedsatafasterpacebecauseofpastextensiveknowledgeandexperienceindealingwithotherbusinessowners.Objectivepointofview:Aconsultantwillbringarefreshingoutsidepointofviewtotheclient‘scompany,whichwillpin-pointexistingproblemsorreachfastersolutions.Educate,inform:Agoodconsultantwilleducateandinformtheclientasthetaskiscompleted.Shareinformationaboutindustryandcompetition:Thisisessentialtoreachingcompanygoals.Assistwithstrategicplanningwhichwillhelpreachcompanygoalsfasterandeasier.Offerinnovativeideas7/4/202330WORKANDLIFESTYLECHARACTERISTICSWorkatclientsiteWorkinteamenvironmentWorkwithavarietyofclientsacrossindustriesAssessclientbusinessandtechnicalchallengesDevelopsolutionstomoveclientforwardExtensivetravelingEnrichinglearningexperienceCyclicalovertimeTravelVarietyofresponsibilitiesWorkwithtechnology7/4/202331TOP10WAYSTOKNOWYOUAREDATINGANCONSULTANT1.Referstolovemakingasa"win-win."2.Valentine'sDaycardhasbulletpoints.3.Can'tbetrustedwiththecar-tooaccustomedtobeatinguprentals.4.Celebratesanniversarybyconductingaperformancereview.5.Endsanyargumentbysaying,"let'stalkaboutthisoff-line."6.Triestocallroom-servicefromthebedroom.7.Congratulatesyourparentsforsuccessfulvaluecreation.8.Referredtotheyieldofthetomatoplantsinyourhomegardenas"deliverables"9.Talkstothewaiteraboutprocessflowwhendinnerarriveslate.10.Referredtothefirstmonthofyourrelationshipasa"diagnosticperiod."7/4/202332NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsulting7/4/202333RECENTTRENDSANDCURRENTCHALLENGES

ChangingcustomerexpectationsIncreasingmarketpoweroftheTOPconsultingcompaniesEffectiveusageofinformationtechnologySplitTax/Auditing-ConsultingStrategicAlliancesandStart-upPartnershipsNewsuppliersentertheconsultingmarketExpansionofthewellknownconsultingcompaniesITconsultingbytraditionalconsultingcompaniesGet&retaintherightpeopleHowtofacethecurrentchallenges7/4/202334"CTOsandothere-businessstrategistsdonotwanttohearmetellthemIcanhelpWeb-enabletheirbusiness.Thatisnotenough.TheywanttoknowhowIcanhelpthemtransformtheirbusiness."

--ChuckBurns,globalseniorvicepresident,services,KPMG"CTOshavemorechoicesthaneverbeforewhenitcomestoselectingaconsultant.Wegointobidsnowwherewemaycompeteagainstoneofthegiant,BigFivefirms...andeven,insomecases,anadvertisingormarketingagency."

--ScottLochridge,principal,strategysolutionsgroup,DiaLogos"Thedaysofblackmagicareover,Consultantscannolongergetawaywithjustwritingawhitepaperfortheclientandsaying,'OK,nowyoudowhatIsay.'”

--JoseCos,presidentofRapidinnovationCHANGINGCUSTOMEREXPECTATIONS–SOMESTATEMENTS7/4/202335CHANGINGCUSTOMEREXPECTATIONS

CustomerexpectrealaddedvalueStandardImplementationsaredecreasingwhileindividualend-to-endsolutionbecomemuchmoreimportantUnsuccessfulERPimplementationsinthe90smadethecustomermoreawareofrisksandchallenges-->CustomeraremuchmoresensitivetowhattheygetfortheirmoneyResultsinnewpaymentschemeslike:Fixedprice(especiallydonebysmaller/start-upcompanies)RiskandrewardsharingEquitypaymentPaymentintermsof%-ageofactualvalueaddedOntimedeliveryclausesincontract7/4/202336INCREASINGMARKETPOWEROFTHETOP20CONSULTINGCOMPANIESFacts40TOPConsultingCompaniesincreasedtheirmarketshareinGermanyfrom42to45%AveragegrowthrateoftheTOPPlayer:~19,5%/p.a.SmallerConsultingcompanies:~4,0%/p.a.Acquisitionsofsmallerandmid-sizedconsultingfirmsbythelargercompaniesinordertodiversifytheirmarketofferPlannedpartlyIPOofKPMG,ArthurD.Little,AndersenConsultingalsoinvestigatingIncreasingmarketpowerandinfluencethroughventures,e.g.

-ACVenture

-McKinsey’s“NewVenture”

-RolandBerger&bmp

7/4/202337SPLITTAX/AUDITING–REASONSANDCONSEQUENCESReasonsU.S.SecurityandExchangeCommission:

CriticalifConsultingCompaniesadviceclientsthatareauditedbythesamecompanyHighermarginsandgrowthratesinconsultingInabilityforconsultingparttoraisemoneybygoingpublicaslongastheyarepartofauditingcompaniesConsequencesConsultingcompaniescanandwillgopublic(e.g.KPMG)NomorelegalrestrictionsforconsultingcompaniestoadviceothercompaniesDifferentiationprocesswillaccelerate(increasingmarketingactivities)Repositioningneeds7/4/202338SPLITTAX/AUDITING-CONSULTINGExlesAndersenConsultingvs.ArthurAndersen:

ArbitrationDecisioninordertoallowAndersenConsultingtosplitfromArthurAndersenKPMG:IPOofKPMGConsultingBusinessCiscotook20%stakeAnother20%fortheaccountingpartHewlettPackardinterestedtobuyPriceWaterhouseCoopers’ManagementandITConsultingpartCapGeminitobuyconsultingpieceofErnst&YoungA.T.KearneyandEDS7/4/202339STRATEGICALLIANCESOFACCENTURE7/4/202340ALLIANCESANDPARTNERSHIPS:SOMEEXAMPLES

CapGemini: -SiebelSystems

-IBM

-SunMicrosystems

-MicrosoftKPMG: -Compaq

-Cisco

-Microsoft

-JDEdwardsCSC: -Peoplesoft

-Broadvision

-IBM

-Lucent

-Nokia EDS: -SunMicrosystems

-SAP

-Oracle

-Cisco7/4/202341NEWCOMPETITORSENTERTHECONSULTANTMARKETNewSuppliersentertheconsultingmarketHardwaremanufacturers

-HPalreadyincreasedtheirnumberofin-houseconsultantsto6.000

+potentialPriceWaterhouseCooperspartInternetserviceproviders,e.g.PixelparkbuyingtheSwedishConsultingfirm“CellNetwork/Mandator”Building„Inhouse-Consultingcapabilities“ -Siemens(SiemensBusinessServicesprovidingERP,CRM implementations)

-SAPSystem

-DeutscheTelekombuyingmajoritystakeinDebisSystemhausFinancialInstitutionsandTelecommunicationcompanies7/4/202342EXPANSIONOFWELLKNOWNCONSULTINGCOMPANIES

ExpansionoftheTOPconsultingcompaniesthroughM&A,alliances,venturesandstrategicpartnerships.ChancetoexpandbusinessandopeningnewmarketsAfterM&A,differentiationbecomescritical,thereforehighadvertisingbudgetsIPOStrategies:RaisemoneyforeCommercestrategyVentureCapitalfundsToattractpeople(competitivesalariesandpaymentstructures)Exles:CapGeminiacquiringErnst&YoungCapGeminibuyingSD&MCSCPloenzketobuyKPMGFrance7/4/202343ITCONSULTINGATTHEESTABLISHEDCONSULTINGCOMPANIES

AseCommerceisacknowledgetobeoneofthekeybusinessdrivers,alsothetraditionalconsultingcompaniestrytogetintoitStrategycompanieslikeBoozAllenHamiltonetc.tolauncheCommercecentersandventurecapitalfirmsBybuyingsmallercompaniesandpartneringtheyareabletoprovideafullimplementationservice,e.g.Bainalliancewithi2andOracleMcKinseyhasbeenaccusedhavingoversleptthee-Commerceage;nowtryingtoworkonthatsubjectthroughincreasingalliances&venturesintheeBusinessAftersplitfromAndersenConsulting,ArthurAndersenwillgetmoreintoITconsulting7/4/202344IPOinordertoattractpersonnelUntilbackdropofDot.Comsandthestockmarket,tendencyofleadingpersonneltoleavetraditionalcompaniestojoinStart-ups:CambridgeTechnologylostoverthelastyearmanytopmanagers(i.e.FounderandCEO,CFO,Generalcounsel,HeadofitsE-Businessunit,ManagingdirectoroftheCambridgeTechnologyCapitalventurefund)mostlytosmallhigh-techcompanies.DeanHawkins,formerCFOofAdidastobecomeCFO@booJoeGalli,VicePresidentBlack&DeckertojoinAmazonasmemberoftheboardHeinerRutt,chairman@BostonConsultingGrouptobecomepresidentatProxicomIBMGermanyhasabout3.000openITpositionsfor2001,Hewlett-Packardtolookfor500ITspecialists,PricewaterhouseCoopers300andSiemens1.500,AndersenConsultingwith1.100openpositionsinASG.GETANDRETAINTHERIGHTPEOPLE7/4/202345"WINNINGTHEWARFORTALENT" Keyfactorsofsuccess Image Interestingtasks Personaldevelopment Balancedlifestyle International

atmosphere1.DaimlerChrysler2.Lufthansa3.McKinsey4.BMW5.KPMG6.BostonConsulting7.DeutscheBank8.Siemens9.SAP10.Accenture AttractiveemployeesFocus30.August19997/4/202346HOWTOFACETHECURRENTCHALLENGES

NewstrategiesBrandingCaignsPersonneldevelopmentconceptsEfficientKnowledgeManagementAccuratePlanningChangeasChanceSynchronizethekeysuccessfactors:

-people

-process

-strategy

-technology7/4/202347NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsulting7/4/202348STAFFANDCAREERPATHSPartnerAssociatePartnerManagerConsultantAnalystDirectorPrincipleAssociatePrincipleProjectManagerConsultantAccentureMcKinsey7/4/202349LeadworkteamsFacilitateTeam-MeetingsSystemsdesignClientpresentationsLeadsubprojectsConsultantAnalystProposalsForecastingDevelopandexecuteclienttrainingClientinterviewsProgrammingSystemsDocumentationParticipatesinproblemsolvingRecommendsandimplementssolutionsDefinesuserrequirementsResearchesnewandexistingtechnologyProvidesproductionsupportTestssoftwareReviewsworkofpeersROLESANDRESPONSIBILITIES:EXAMPLES7/4/202350PartnerManagerInterfacewithclientseniormanagementLeadclientmeetingsDevelopnewbusinessDevelopmanagementteamShapeandimpacttheFirmAttainOwnershipintheFirmROLESANDRESPONSIBILITIES(CTD.)LeadclientmeetingsManageprojectsLeadanddevelopprojectteam7/4/202351CONSULTING:ALWAYSSTAYREALISTICALLYAconsultant,managerandapartnerfromaConsultingcompanyarewalkingthroughaparkontheirwaytolunchwhentheyfindanantiqueoill.TheyrubitandaGeniecomesoutinapuffofsmoke.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,"Iwantthosetwobackintheofficeafterlunch."7/4/202352PERSONSTOSUPPORTYOURPERSONALCAREERPersonal