科尔尼-公司简介及咨询顾问职业生涯发展(1)

“Strategicmanagementconsulting–theA.T.Kearneyperspective”Warsaw,May28,2001WyższaSzkołaPrzedsiębiorczościiZarządzaniaim.LeonaKoźmińskiegowWarszawiePresentationanEDScompany2A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjAgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultant’sroleinA.T.KearneyThefutureofmanagementconsulting3A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjOverviewofmanagementconsulting4A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjToday,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?Overviewofmanagementconsulting5A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjOnedefinition....Managementconsulting=assistingmanagementinfacilitatingchangetogainandsustaincompetitiveadvantageOverviewofmanagementconsulting6A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjCompaniesengagemanagementconsultantsforseveralreasons—somegood,somenotsogoodSomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally-GoodreasonThecompanyhasneverconfrontedthissituationbefore-GoodreasonManagementneedsfreshideasandanewperspective-GoodreasonManagementwantstheconsultanttoconfirmitsideas-Not-so-goodreasonEveryoneinthecompanyistoobusy-Not-so-goodreasonManagementneedsa“tiebreaker”-Not-so-goodreasonOverviewofmanagementconsulting7A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjWhydoesmanagementconsultingseemtobegrowinginimportance?Thenatureofbusinessischangingsorapidlythatcompanies•Cannotprovideforeveryeventualityintheorganizationalstructure•FinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasisOverviewofmanagementconsulting8A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjWhydoestherecontinuetobeademandformanagementconsulting?Mostcompaniesdonotknowhowto•Analyze„themselves”inanobjectivewaywhenbusinesssituationschangesignificantly•Operateinatemporary,projectmodeUnfortunately,mostbusinessschoolsdonot•Preparemanagersfor“exceptions”inbusinesssituations•TeachrealprojectmanagementOverviewofmanagementconsulting9A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjInformationtechnologyOperationsStrategy•Systemstrategycreation•Informationsystemsmarketanalysis•SelectingappropriateITsolutions•InplementationofselectedITsolutions•Processoptimalization•Changemanagement•Businessprocessreengineering•Strategicsourcing•Supplychainmanagement•Servicelevelimprovement•Benchmarking•Organizationrestructuring•Corporatestrategy•Strategicbusinessunits•e-businessstrategy•Productionstrategy•Distributionstrategy•Marketentrystrategy•RestructuringThemajorglobalmanagementconsultingfirmsconcentrateinthreeareasofconsulting;A.T.Kearney,togetherwithEDS,coverthewholespectrumMcKinseyMonitor,BCG,BainBoozAllenAccentureCSCIndexIBMConsultingA.T.Kearney(EDS)“BigFive”firmsOverviewofmanagementconsulting10A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shj$73$89$100$117132$146$15921,9%17,7%9,0%10,7%12,9%16,8%12,1%$0$20$40$60$80$100$120$140$160$18019971998199920002001200220030,0%5,0%10,0%15,0%20,0%25,0%ConsultingIndustryMarketSizeandGrowthRatesMarketSize($B)PerAnnumGrowthRate(%)Source:TheGlobalConsultingMarketplace:KeyData,Forecasts&Trends2000Edition,KennedyInformationResearchGroup.Chartpertainstothemarketforconsultingfirmsindependentofhardware/softwareorganizationsITprojectstorepresentover50percentofthemarketTheworldconsultingmarketisestimatedat$117billionandischaracterizedbyadouble-digitannualgrowth.Overviewofmanagementconsulting11A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjTheconsultingservicesinPolandemergedafterthetransformationin1989withprivatization;othersegmentsofthemarketdevelopedlater198919901991199219931994199519961997199819992000DevelopmentoftheconsultingmarketinPolandPrivatizationconsultingAuditandlegalservicesITconsultingHighvalueaddedconsultingStartoftheeconomictransformationOverviewofmanagementconsulting12A.T.Kearney/SzkołaBiznesuim.Kozminskiego/May28,2001/shjThedevelopmentstagesinPolandweresignificantlydifferentthaninWesternEuropeSource:A.T.Kearney1998-20001994-19971990-1993Externaltrends•Startofeconomictransformation•Privatizationofstateownenterprises•Fastgrowthoftheeconomy•Developmentofthefreemarketinstitutions(e.g.stockexchange)•Acquisitionsbyforeigninvestors•Consolidationoftheeconomy•Increasedcompetitivepreasure•Acquisitionsandpostmergerintegrations•BigticketprivatizationsConsultants’valueproposition•Privatization•Financialvaluation•Privatization/DueDilligence•ITconsulting•Restructuring•Efficiencyimprovement•Reorganization/Reengineering•Strategy•ITconsultingKeyplayers•SmallPolishcompanies•Smallerforeigncompaniesspecializedinfinancial/privatizationconsulting•Bigfive•SpecializedPolishcompanies•Bigfive•A.T.Kearney•McKinsey