ACCENTURE：管理咨詢經(jīng)典(1)

1、Lecture Management Consulting: An IntroductionJrgen Zech2001 April12/21/20211AGENDA Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)12/21/20212AGENDA Introduction/Expectations E

2、xample consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)12/21/20213Our Mission: Helping our clients create their future.ACCENTURE: MISSION AND VISIONOur Vision: To become one of the worlds leading companies, brin

3、ging innovations to improve the way the world works and lives.12/21/20214One 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

4、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, and the success of our clients.ACCEN

5、TURE: CORE VALUES12/21/202151989 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 its first annual report $2.9 billion

6、 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 becomes Managing Partner and introduce

7、s the 100 Day Plan Andersen Consulting wins arbitration against Arthur Andersen01.01.01 Accenture, formerly known as Andersen ConsultingACCENTURE: IMPORTANT MILESTONES12/21/20216ACCENTURE GLOBALLY Employees:over 65,000 Countries: 48 Revenue 99: 8,9 Billion USD Clients: The vast majority of Fortune 3

8、0 most profitable global public companies Nearly 75% of Fortune 200 global companies 100 of the most significant “Industry Standard” Internet companies 12/21/20217ACCENTURE: DEVELOPMENT OF REVENUES(U.S. Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,312/21/20218ACCENTURE: GLOBAL P

9、ERSONNEL GROWTH199753,426199644,801199538,027199432,711199865,13412/21/20219AmericasEMEAIAsia/PacificHamburgFrankfurtMnchenDsseldorfBerlinWienZrichASG Austria, Switzerland, GermanyACCENTURE IN ASG2,750 Employees7 OfficesRevenues: 1,24 Mrd. DM12/21/202110Global Competitive OverviewStrategyDigital Equ

10、ipmentMcKinseyAndersen ConsultingOrganizationProcessesInformationTechnologyBusiness ProcessManagement(Outsourcing)Cap Gemini SogetiUNISYSIBMComputer SciencesEDSBoston ConsultingBooz Allen12/21/202111ACCENTURE: MARKET UNITSFinancial Services Banking Health Services InsuranceProducts Automotive, Indus

11、trial Equipment, Travel & Transportation Consumer & Pharmaceutical Products RetailCommunications & High Tech Communications Electronics & High Tech Media & EntertainmentResources Chemicals Energy & Natural Resources UtilitiesGovernment12/21/202112ACCENTURE: SAMPLE CLIENT LIST

12、12/21/202113AGENDA Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)12/21/202114NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff a

13、nd career paths in consulting12/21/202115NATURE AND PURPOSE OF CONSULTINGNature and Purpose of ConsultingDefinition of Consulting“Brief look into historyDifferent types of consultingConsulting market overviewConsultant: Profession descriptionConsulting strategiesShort overview over the consulting pr

14、ocessReasons for clients to hire external consultantsGuidelines for the client - consultant relationship12/21/202116DEFINITION OF CONSULTINGDefinition of ConsultingTo give expert advice or provide expert counsel.“ (IKS)Consulting provides value by diagnosing, strategizing, designing, constructing, i

15、ntegrating, 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)12/21/202117CONSULTING HISTORY (1/2)Brief

16、 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 F. Gilbreth1912Consulting Firms“ by

17、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 Institute12/21/202118CONSULTING HISTORY (2/2)Brief look into

18、 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 Organization“1959Herzberg, Mausner, Snyderman: T

19、he 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 Britain12/21/202119EVOLUTION OF CONSULTING FOCUS198019851990199520002005 Quality ManagementLe

20、an ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce Strategy12/21/202120TYPES OF CONSULTINGDifferent types of management consultingStrategyAdvice and counsel about corporate-level or business-unit strategiesOperations Management Figuring out how to improve the efficiency or

21、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 solutions“.12/21/202121Worldwide Profes

22、sional Services Market$billionsSource: Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGY VS. IT- CONSULTING18% annual growthPure StrategyIT-related Service12/21/202122GERMAN CONSULTING MARKET OVERVIEWGerman Consulting market overview1998:62.500 Management-, Personnel- and IT

23、-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%12/21/202123TOP 20 CONSULTING COMPANIES WORLD

24、WIDETotal 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/a8Mercer Consulting Group1.5

25、431.33811.0349Arthur 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 Consulting8537009.10017Boston Consulting Group730

26、655n/a18Watson Wyatt Worldwide7206725.10019Bain & Company6305512.20020Aon Consulting Worldwide6155535.500Revenues in Mio $12/21/202124TOP 30 CONSULTING COMPANIES IN GERMANYSource: Lnendonk Consultancy + Research GbR, HamburgFirm19991998199919981 CSC Ploenzke AG, Kiedrich1251974398631722 Andersen

27、 Consulting Unternehmensberatung GmbH, Sulzbach1240804240121273 McKinsey730650142013004 Roland Berger & Partner GmbH, Mnchen680574134112045 gedas GmbH, Berlin648405299419696 KPMG Consulting GmbH, Frankfurt524400138010237 PriceWaterhouseCoopers Unternehmensberatung GmbH, Frankfurt481340180013008

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

29、tung AG, Hamburg330264105087516 Origin29524395082217 pdv Unternehmensberatung GmbH, Hamburg253213103088018 Materna GmbH, Dortmund25214873059019 CMG Deutschland GmbH, Eschborn24311485555020 PSI AG, Berlin24218694975121 Atos GmbH, Stuttgart235230105090822 msg Systeme GmbH, Ismaning/Mnchen2201849508502

30、3 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 Marketing C

31、orporation, Bad Homburg18115636132530 Heyde AG, Bad Nauheiotal StaffRevenues in Mio 12/21/202125WHERE 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

32、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.12/21/202126REASONS TO HIRE EXTERNAL CONSU

33、LTANTS (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 complexity of transactions and tasks rela

34、ted 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 enabled new companies to enter the market.

35、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)12/21/202127REASONS TO HIRE EXTERNAL CONSULTANTS (2/2)Reasons f

36、or 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.Lack of in-house expertise in Processes

37、, technologies, industry best practices, and project management.12/21/202128BENEFITS 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 ot

38、her 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 client as the task is completed. Share inf

39、ormation 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 ideas12/21/202129WORK AND LIFESTYLE CHARACTERISTICSWork at client siteWork in team environmentWork with a varie

40、ty of clients across industriesAssess client business and technical challengesDevelop solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelVariety of responsibilitiesWork with technology12/21/202130TOP 10 WAYS TO KNOW YOU ARE DATING AN CONSULTANT1.

41、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-line.6. Tries to call room-service f

42、rom 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 relationship as a diagnostic period.

43、12/21/202131NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in consulting12/21/202132RECENT TRENDS AND CURRENT CHALLENGES Changing customer expectationsIncreasing market power of the TOP consulting companiesEffective usage of informat

44、ion 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 peopleHow to face the current challenges12/21

45、/202133 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 CTOs have more choices than ever before

46、 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 black magic are over, Consultants ca

47、n 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 STATEMENTS12/21/202134CHANGING CUSTOMER EXPECTATIONS Customer expect real added valueStandard Implementations are

48、 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 schemes like: Fixed price (especiall

49、y 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 contract12/21/202135INCREASING MARKET POWER OF THE TOP 20 CONSULTING COMPANIESFacts40 TOP Consulting Companies increased their market share in Ge

50、rmany 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, Arthur D. Little, Andersen Consulting als

51、o investigating Increasing market power and influence through ventures, e.g.- AC Venture - McKinseys “New Venture” - Roland Berger & bmp12/21/202136SPLIT TAX/AUDITING REASONS AND CONSEQUENCESReasons U.S. Security and Exchange Commission:Critical if Consulting Companies advice clients that are au

52、dited 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 restrictions for consulting companies

53、to advice other companies Differentiation process will accelerate (increasing marketing activities) Repositioning needs 12/21/202137SPLIT TAX/AUDITING - CONSULTING Examples Andersen Consulting vs. Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur Anderse

54、n 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 EDS12/21/202138STRATEGIC ALLIANCES OF ACCE

55、NTURE12/21/202139ALLIANCES 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 - Cisco12/21/202140NEW COMPETITORS ENTER TH

56、E 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 firm “Cell Network / Mandator” Build

57、ing Inhouse-Consulting capabilities“ - Siemens (Siemens Business Services providing ERP, CRM implementations) - SAP System - Deutsche Telekom buying majority stake in Debis SystemhausFinancial Institutions and Telecommunication companies12/21/202141EXPANSION OF WELL KNOWN CONSULTING COMPANIES Expans

58、ion 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 eCommerce strategy Venture Capital f

59、unds To attract people (competitive salaries and payment structures)Examples: Cap Gemini acquiring Ernst & Young Cap Gemini buying SD&M CSC Ploenzke to buy KPMG France12/21/202142IT CONSULTING AT THE ESTABLISHED CONSULTING COMPANIES As eCommerce is acknowledge to be one of the key business d

60、rivers, 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-Commerce age; now trying to work on th