科爾尼-公司簡(jiǎn)介及咨詢(xún)顧問(wèn)職業(yè)生涯發(fā)展

1、“Strategic management consulting the A.T. Kearney perspective” Warsaw, May 28, 2001Wysza 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 . . . . nTax “consultants”nHair “consultants”nImage “consultants”nColor “consultants”nCatering “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 goo

5、d Some reasons why companies hire consultantsnThe company does not have the necessary skills internally- Good reasonnThe company has never confronted this situation before- Good reasonnManagement needs fresh ideas and a new perspective - Good reasonnManagement wants the consultant to confirm its ide

6、as- Not-so-good reasonnEveryone in the company is too busy- Not-so-good reasonnManagement 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?nThe

7、nature of business is changing so rapidly that companies Cannot provide for every eventuality in the organizational structure Find it difficult to maintain permanent staff functionsnCompanies need “tailored” solutions to remain competitive in an increasingly global marketplacenThe high cost of what

8、management consulting 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?nMost companies do not know how to

9、Analyze themselves” in an objective way when business situations change significantly Operate in a temporary, project modenUnfortunately, most business schools do not Prepare managers for “exceptions” in business situations Teach real project managementOverview of management consulting9A.T. Kearney

10、/ Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjInformation technologyOperationsStrategySystem strategy creation Information systems market analysisSelecting appropriate IT solutions Inplementation of selected IT solutionsProcess optimalizationChange management Business process reengineeringStr

11、ategic sourcingSupply chain managementService level improvementBenchmarkingOrganization restructuringCorporate strategyStrategic business unitse-business strategyProduction strategyDistribution strategyMarket entry strategyRestructuringThe major global management consulting firms concentrate in thre

12、e 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 consulting10A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shj$73$89$100$117132

13、$146$15921,9%17,7%9,0%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

14、 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 market The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual

15、 growth.Overview of management 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 later198919901991199219931994199519961997199819992000Deve

16、lopment of the consulting 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

17、were significantly different than in Western Europe Source : A.T. Kearney1998 - 20001994 - 19971990 - 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 b

18、y foreign investors Consolidation 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 Reorganizat

19、ion/Reengineering Strategy 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 sta

20、ndards Value added Global 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, 200

21、1 / shjThe consulting market in Poland is still significantly different than in other countries DifferencesDriversnLow sophistication of the market. Many potential clients do not recognize the need for consulting servicesnBrand names of global players not knownnConsulting fees relatively higher in r

22、elation to personal costs nTwo groups of clients: International companies entering Poland Largest Polish companies of which many are state ownednLocal shortage of consulting and industry knowledge and experiencenMarket dominated by financial and tax advisorynLocal consultancies enjoy important marke

23、t position in PolandnDifferent product offerings and selling strategies 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

24、 Poland is still 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 services

25、Overview of management 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 consultanciesnDominant strategies: Focus on long-term relationship with cl

26、ient Focus on several key products / industriesnKey success factors Global network Combination of industry and local knowledge Tangible resultsnTargeted client segment International companies Largest Polish corporations from strategic industriesnProducts Value added projects nDominant strategies Nic

27、he players Specialization in one product / industrynKey success factors Price Personal relationshipsnTargeted client segment Small and medium enterprises State and local governmentsnProducts Off-the-shelf reports Company valuations Issuing prospectuses Feasibility studiesLocal companiesOverview of m

28、anagement 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 clientsnProducts Market entry strategies Distribution strategies Post merger integratio

29、n of acquired local companies Efficiency improvement in acquired companiesnProjects sold mostly outside Poland (at the HQ level)nCo-operation characteristics Used to work with consultants Used to consulting fees Expect involvement of own staff Value added drivennProducts Strategy development Marketi

30、ng strategies Restructuring Cost reduction IT systemsnProjects sold in PolandnCo-operation characteristics Used to work with consultants Used to consulting fees Expect consultants to do “everything” Price drivenOverview of management consulting17A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28

31、, 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 supportOn-line access to intellectual

32、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 / Szkoa Biznesu im. Kozminskiego / May

33、 28, 2001 / shjnFounded in 1926nInternational scope 65 offices in 34 countriesOver 3000 consultantsnSince 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 2001nSince 1995, A.T. Kearney is part of

34、EDS, the international leader in technology informationn80% of work for repeat clientsnAverage consultant work experience: 17 yearsTokyoChicagoNew YorkMadridLondonDsseldorfMilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHong KongSan FranciscoLos AngelesDallasPhoenixAtlant

35、aMexicoSao 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 / Szkoa Biznesu im. Kozminskiego / May 28,

36、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 enterpriseRestructuringTechnology manage

37、mentPhysical 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 / shjSample of Recent ClientsReprese

38、ntative 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.T. Kearney has helped enor

39、mously 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 turnarounds in recent memory” (Exce

40、rpt 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 otherwise” Marks & Spencer Supplier“A.T. Kearney is really the father of our global

41、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. Kearney as a strate

42、gic management consulting firm22A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjSource: Louis Harris Survey, 1998A.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-Allen & Hamilto

43、nAndersen 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 Delivered keyno

44、te address at the 1999 NRF annual conference on and leadership practices in driving success through consumer-focused supply chains Co-sponsored Asia LOGICON conference for senior logistics professionals (1999) Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific

45、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 1999 Strategic Electronic Commerce C

46、onference, an EDS-sponsored conference Featured speaker at AsiaPorts 1998 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 and digita

47、l 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 Study 1999“ W

48、hite 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. Kearney as a s

49、trategic 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 annually Bring

50、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 1998 Future Forces meeting. A.T. Kearney is activ

51、e 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 World Eco

52、nomic 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 (1999, 2001) Master of Ceremonies at the annual Information Systems, Logistics and Distribution conference (1997, 2001) Fac

53、ilitate 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 firm25A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shj Assessed Delphi Automotive in imp

54、lementing 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 assets by esta

55、blishing IT shared services capabilities Developed a comprehensive E-Business “l(fā)andscape” 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, recapturi

56、ng 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 organization

57、s 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 ERP consol

58、idation, 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 with Bank of

59、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; developed

60、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 28, 2001 / shjA.T. Kearney is the recognized Eu