埃森哲管理咨詢介紹(59張)課件

1、LectureManagementConsulting:AnIntroductionJrgenZech2001April8/5/20221第1頁，共61頁。AGENDAIntroduction/ExpectationsExample consultant companyConsulting: Nature, Trends, CareersSelected Methods (frameworks)Research (some basics)Graphics (from data to chart)8/5/20222第2頁，共61頁。AGENDAIntroduction/ExpectationsE

2、xample consultant companyConsulting: Nature, Trends, CareersSelected Methods (frameworks)Research (some basics)Graphics (from data to chart)8/5/20223第3頁，共61頁。Our Mission: Helping our clients create their future.ACCENTURE: MISSION AND VISIONOur Vision: To become one of the worlds leading companies, b

3、ringing innovations to improve the way the world works and lives.8/5/20224第4頁，共61頁。One 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

4、 openness 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 cli

5、ents.ACCENTURE: CORE VALUES8/5/20225第5頁，共61頁。1989 Andersen Consulting becomes a separate business unit from Arthur Andersen$1.6 billion21,400 employees1991Horizon 2000 Initiative to develop mission and strategic plan$2.3 billion25,000 personnel1993Andersen Consulting issues its first annual report$2

6、.9 billion27,000 employees1997Andersen 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 billion65,000 employees2000Joe Forehand becomes Managing Partner and intro

7、duces the 100 Day PlanAndersen Consulting wins arbitration against Arthur Andersen01.01.01Accenture, formerly known as Andersen ConsultingACCENTURE: IMPORTANT MILESTONES8/5/20226第6頁，共61頁。ACCENTURE GLOBALLYEmployees:over 65,000Countries: 48Revenue 99:8,9 Billion USD Clients: The vast majority of Fort

8、une 30 most profitable global public companies Nearly 75% of Fortune 200 global companies100 of the most significant “Industry Standard” Internet companies 8/5/20227第7頁，共61頁。ACCENTURE: DEVELOPMENT OF REVENUES(U.S. Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,38/5/20228第8頁，共61頁。A

9、CCENTURE: GLOBAL PERSONNEL GROWTH199753,426199644,801199538,027199432,711199865,1348/5/20229第9頁，共61頁。AmericasEMEAIAsia/PacificHamburgFrankfurtMnchenDsseldorfBerlinWienZrichASG Austria, Switzerland, GermanyACCENTURE IN ASG2,750 Employees7 OfficesRevenues: 1,24 Mrd. DM8/5/202210第10頁，共61頁。Global Compet

10、itive OverviewStrategyDigital EquipmentMcKinseyAndersen ConsultingOrganizationProcessesInformationTechnologyBusiness ProcessManagement(Outsourcing)Cap Gemini SogetiUNISYSIBMComputer SciencesEDSBoston ConsultingBooz Allen8/5/202211第11頁，共61頁。ACCENTURE: MARKET UNITSFinancial ServicesBankingHealth Servi

11、cesInsuranceProductsAutomotive, Industrial Equipment, Travel & TransportationConsumer & Pharmaceutical ProductsRetailCommunications & High TechCommunicationsElectronics & High TechMedia & EntertainmentResourcesChemicals Energy & Natural ResourcesUtilitiesGovernment8/5/202212第12頁，共61頁。ACCENTURE: SAMP

12、LE CLIENT LIST8/5/202213第13頁，共61頁。AGENDAIntroduction/ExpectationsExample consultant companyConsulting: Nature, Trends, CareersSelected Methods (frameworks)Research (some basics)Graphics (from data to chart)8/5/202214第14頁，共61頁。NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and c

13、urrent challengesStaff and career paths in consulting8/5/202215第15頁，共61頁。NATURE AND PURPOSE OF CONSULTINGNature and Purpose of ConsultingDefinition of Consulting“Brief look into historyDifferent types of consultingConsulting market overviewConsultant: Profession descriptionConsulting strategiesShort

14、 overview over the consulting processReasons for clients to hire external consultantsGuidelines for the client - consultant relationship8/5/202216第16頁，共61頁。DEFINITION OF CONSULTINGDefinition of ConsultingTo give expert advice or provide expert counsel.“ (IKS)Consulting provides value by diagnosing,

15、strategizing, designing, constructing, integrating, 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)8

16、/5/202217第17頁，共61頁。CONSULTING HISTORY (1/2)Brief 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. Taylor1911Motio

17、n Study“ by F. Gilbreth1912Consulting Firms“ by 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 Institute8/5/202

18、218第18頁，共61頁。CONSULTING HISTORY (2/2)Brief look into 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

19、and Organization“1959Herzberg, Mausner, Snyderman: The 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 Britain8/5/202219第19頁，共61頁。EVOLUTION OF C

20、ONSULTING FOCUS198019851990199520002005 Quality ManagementLean ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce Strategy8/5/202220第20頁，共61頁。TYPES OF CONSULTINGDifferent types of management consultingStrategyAdvice and counsel about corporate-level or business-unit strategies

21、Operations Management Figuring out how to improve the efficiency or 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 opera

22、te massive packaged software solutions“.8/5/202221第21頁，共61頁。Worldwide Professional Services Market$billionsSource: Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGY VS. IT- CONSULTING18% annual growthPure StrategyIT-related Service8/5/202222第22頁，共61頁。GERMAN CONSULTING MARKET

23、 OVERVIEWGerman Consulting market overview1998:62.500 Management-, Personnel- and IT-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.

24、V.)8/5/202223第23頁，共61頁。TOP 20 CONSULTING COMPANIES WORLDWIDE8/5/202224第24頁，共61頁。TOP 30 CONSULTING COMPANIES IN GERMANYSource: Lnendonk Consultancy + Research GbR, Hamburg8/5/202225第25頁，共61頁。WHERE DO YOU WANT TO GO TODAY? A scene from Lewis Carrolls Alices Adventures In Wonderland, when Alice asks th

25、e Cheshire cat for directions, speaks volumes about planning where an organization 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

26、 matter which way you go. said the Cat.8/5/202226第26頁，共61頁。REASONS TO HIRE EXTERNAL CONSULTANTS (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 / industr

27、y knowledgeIncreasing M&A activities - High complexity of transactions and tasks related 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

28、 and up-to-date HR ManagementDeregulation enabled new companies to enter the market. 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

29、of external companies)8/5/202227第27頁，共61頁。REASONS TO HIRE EXTERNAL CONSULTANTS (2/2)Reasons for 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 techn

30、ological change.Movement to enterprise wide solutions.Lack of in-house expertise in Processes, technologies, industry best practices, and project management.8/5/202228第28頁，共61頁。BENEFITS OF USING CONSULTANTS Subject matter expert: A consultant will save time and money by arriving to a solution to the

31、 clients needs at a faster pace because of past extensive knowledge and experience in dealing with other 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. Educ

32、ate, inform: A good consultant will educate and inform the client as the task is completed. Share information 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 ideas8/5/2

33、02229第29頁，共61頁。WORK AND LIFESTYLE CHARACTERISTICSWork at client siteWork in team environmentWork with a variety of clients across industriesAssess client business and technical challengesDevelop solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelV

34、ariety of responsibilitiesWork with technology8/5/202230第30頁，共61頁。TOP 10 WAYS TO KNOW YOU ARE DATING AN CONSULTANT1. 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 conducti

35、ng a performance review.5. Ends any argument by saying, lets talk about this off-line.6. Tries to call room-service from 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 abo

36、ut process flow when dinner arrives late.10. Referred to the first month of your relationship as a diagnostic period.8/5/202231第31頁，共61頁。NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in consulting8/5/202232第32頁，共61頁。RECENT TRENDS AN

37、D CURRENT CHALLENGES Changing customer expectationsIncreasing market power of the TOP consulting companiesEffective usage of information technologySplit Tax/Auditing - ConsultingStrategic Alliances and Start-up PartnershipsNew suppliers enter the consulting marketExpansion of the well known consulti

38、ng companiesIT consulting by traditional consulting companiesGet & retain the right peopleHow to face the current challenges8/5/202233第33頁，共61頁。 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 ca

39、n help them transform their business. - Chuck Burns, global senior vice president, services, KPMG CTOs have more choices than ever before 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 advertisi

40、ng or marketing agency. - Scott Lochridge, principal, strategy solutions group, DiaLogos The days of black magic are over, Consultants can 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 CUS

41、TOMER EXPECTATIONS SOME STATEMENTS8/5/202234第34頁，共61頁。CHANGING CUSTOMER EXPECTATIONS Customer expect real added valueStandard Implementations are decreasing while individual end-to-end solution become much more important Unsuccessful ERP implementations in the 90s made the customer more aware of ris

42、ks and challenges - Customer are much more sensitive to what they get for their money Results in new payment schemes like: Fixed price (especially 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

43、contract8/5/202235第35頁，共61頁。INCREASING MARKET POWER OF THE TOP 20 CONSULTING COMPANIESFacts40 TOP Consulting Companies increased their market share in Germany 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-siz

44、ed consulting firms by the larger companies in order to diversify their market offerPlanned partly IPO of KPMG, Arthur D. Little, Andersen Consulting also investigating Increasing market power and influence through ventures, e.g.- AC Venture - McKinseys “New Venture” - Roland Berger & bmp8/5/202236第

45、36頁，共61頁。SPLIT TAX/AUDITING REASONS AND CONSEQUENCESReasonsU.S. Security and Exchange Commission:Critical if Consulting Companies advice clients that are audited by the same company Higher margins and growth rates in consultingInability for consulting part to raise money by going public as long as t

46、hey are part of auditing companiesConsequencesConsulting companies can and will go public (e.g. KPMG)No more legal restrictions for consulting companies to advice other companiesDifferentiation process will accelerate (increasing marketing activities)Repositioning needs 8/5/202237第37頁，共61頁。SPLIT TAX

47、/AUDITING - CONSULTING ExamplesAndersen Consulting vs. Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur AndersenKPMG:IPO of KPMG Consulting BusinessCisco took 20% stakeAnother 20% for the accounting partHewlett Packard interested to buy PriceWaterhouseC

48、oopers Management and IT Consulting partCap Gemini to buy consulting piece of Ernst & YoungA.T. Kearney and EDS8/5/202238第38頁，共61頁。STRATEGIC ALLIANCES OF ACCENTURE8/5/202239第39頁，共61頁。ALLIANCES AND PARTNERSHIPS: SOME EXAMPLES Cap Gemini:- Siebel Systems- IBM - Sun Microsystems- Microsoft KPMG:- Compa

49、q - Cisco- Microsoft- JD Edwards CSC:- Peoplesoft - Broadvision- IBM- Lucent - Nokia EDS:- Sun Microsystems - SAP- Oracle - Cisco8/5/202240第40頁，共61頁。NEW COMPETITORS ENTER THE CONSULTANT MARKETNew Suppliers enter the consulting marketHardware manufacturers - HP already increased their number of in-ho

50、use consultants to 6.000 + potential PriceWaterhouseCoopers partInternet service providers, e.g. Pixelpark buying the Swedish Consulting firm “Cell Network / Mandator” Building Inhouse-Consulting capabilities“ - Siemens (Siemens Business Services providing ERP, CRM implementations) - SAP System - De

51、utsche Telekom buying majority stake in Debis SystemhausFinancial Institutions and Telecommunication companies8/5/202241第41頁，共61頁。EXPANSION OF WELL KNOWN CONSULTING COMPANIES Expansion of the TOP consulting companies through M&A, alliances, ventures and strategic partnerships.Chance to expand busine

52、ss and opening new marketsAfter M&A, differentiation becomes critical, therefore high advertising budgetsIPO Strategies: Raise money for eCommerce strategy Venture Capital funds To attract people (competitive salaries and payment structures)Examples: Cap Gemini acquiring Ernst & Young Cap Gemini buy

53、ing SD&M CSC Ploenzke to buy KPMG France8/5/202242第42頁，共61頁。IT CONSULTING AT THE ESTABLISHED CONSULTING COMPANIES As eCommerce is acknowledge to be one of the key business drivers, also the traditional consulting companies try to get into itStrategy companies like Booz Allen Hamilton etc. to launch

54、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 that subject through increasing alli

55、ances & ventures in the eBusinessAfter split from Andersen Consulting, Arthur Andersen will get more into IT consulting8/5/202243第43頁，共61頁。IPO in order to attract personnelUntil backdrop of Dot.Coms and the stock market, tendency of leading personnel to leave traditional companies to join Start-ups:

56、Cambridge Technology lost over the last year many top managers (i.e. Founder and CEO, CFO, General counsel, Head of its E-Business unit, Managing director of the Cambridge Technology Capital venture fund) mostly to small high-tech companies.Dean Hawkins, former CFO of Adidas to become CFO Joe Galli,

57、 Vice President Black & Decker to join A as member of the board Heiner Rutt, chairman Boston Consulting Group to become president at ProxicomIBM Germany has about 3.000 open IT positions for 2001, Hewlett-Packard to look for 500 IT specialists, PricewaterhouseCoopers 300 and Siemens 1.500, Andersen

58、Consulting with 1.100 open positions in ASG.GET AND RETAIN THE RIGHT PEOPLE8/5/202244第44頁，共61頁。WINNING THE WAR FOR TALENTKey factors of successImage Interesting tasks Personal developmentBalanced life styleInternationalatmosphere 1.DaimlerChrysler2.Lufthansa3.McKinsey 4.BMW5.KPMG6.Boston Consulting7

59、.Deutsche Bank8.Siemens9.SAP10.AccentureAttractive employeesFocus 30. August 19998/5/202245第45頁，共61頁。HOW TO FACE THE CURRENT CHALLENGES New strategiesBranding Campaigns Personnel development conceptsEfficient Knowledge ManagementAccurate Planning Change as ChanceSynchronize the key success factors:-

60、 people- process- strategy - technology8/5/202246第46頁，共61頁。NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in consulting8/5/202247第47頁，共61頁。STAFF AND CAREER PATHSPartnerAssociate PartnerManagerConsultantAnalystDirectorPrincipleAssocia