某公司简介及咨询顾问职业生涯发展bexq.pptx

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1、“Strategic management consulting the A.T.Kearney perspective”Warsaw,May 28,2001Wysza Szkoa Przedsibiorczoci i Zarzdzania im.Leona Komiskiegow WarszawiePresentationan EDS companyAgenda nOverview of management consulting nA.T.Kearney as a strategic management consulting firmnConsultants role in A.T.Ke

2、arneynThe future of management consulting Overview of management consultingToday,one is confronted with a variety of consultants.nTax“consultants”nHair“consultants”nImage“consultants”nColor“consultants”nCatering“consultants”What then,is“management consulting?Overview of management consultingOne defi

3、nition.Management consulting =assisting management in facilitating change to gain and sustain competitive advantageOverview of management consultingCompanies engage management consultants for several reasons some good,some not so good Some reasons why companies hire consultantsnThe company does not

4、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 ideas-Not-so-good reasonnEveryone in the company is too busy-Not-so-good r

5、easonnManagement needs a“tie breaker”-Not-so-good reasonOverview of management consultingWhy does management consulting seem to be growing in importance?nThe nature of business is changing so rapidly that companiesCannot provide for every eventuality in the organizational structureFind it difficult

6、to maintain permanent staff functionsnCompanies need“tailored”solutions to remain competitive in an increasingly global marketplacenThe high cost of what management consulting provides can only be justified by companies on an outsourced,as needed basis Overview of management consultingWhy does there

7、 continue to be a demand for management consulting?nMost companies do not know how to Analyze themselves”in an objective way when business situations change significantlyOperate in a temporary,project modenUnfortunately,most business schools do not Prepare managers for“exceptions”in business situati

8、onsTeach real project managementOverview of management consultingInformation technologyOperationsStrategySystem strategy creation Information systems market analysisSelecting appropriate IT solutions Inplementation of selected IT solutionsProcess optimalizationChange management Business process reen

9、gineeringStrategic sourcingSupply chain managementService level improvementBenchmarkingOrganization restructuringCorporate strategyStrategic business unitse-business strategyProduction strategyDistribution strategyMarket entry strategyRestructuringThe major global management consulting firms concent

10、rate in three 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 consultingConsulting Industry Market Size and Growth RatesMarket Size($B)Per Annum Growth Ra

11、te(%)Source:The Global Consulting Marketplace:Key Data,Forecasts&Trends 2000 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 i

12、s estimated at$117 billion and is characterized by a double-digit annual growth.Overview of management consultingThe consulting services in Poland emerged after the transformation in 1989 with privatization;other segments of the market developed later198919901991199219931994199519961997199819992000D

13、evelopment of the consulting market in PolandPrivatization consultingAudit and legal servicesIT consultingHigh value added consultingStart of the economic transformationOverview of management consultingThe development stages in Poland were significantly different than in Western Europe Source:A.T.Ke

14、arney1998-20001994-19971990-1993ExternaltrendsStart of economic transformationPrivatization of state own enterprisesFast growth of the economyDevelopment of the free market institutions(e.g.stock exchange)Acquisitions by foreign investorsConsolidation of the economyIncreased competitive preasureAcqu

15、isitions and post merger integrationsBig ticket privatizationsConsultantsvaluepropositionPrivatizationFinancial valuationPrivatization/Due DilligenceIT consultingRestructuringEfficiency improvementReorganization/ReengineeringStrategyIT consultingKey playersSmall Polish companiesSmaller foreign compa

16、nies specialized in financial/privatization consultingBig fiveSpecialized Polish companiesBig fiveA.T.KearneyMcKinseyBCG,.Key factors for successRelationshipsPricesLocal knowledgeQuality standardsValue addedGlobal networkRelationshipMajor client groupState administrationLargest Polish state-owned en

17、terprisesForeign investorsForeign investorsLargest Polish,privately owned corporations Overview of management consultingThe consulting market in Poland is still significantly different than in other countries DifferencesDriversnLow sophistication of the market.Many potential clients do not recognize

18、 the need for consulting servicesnBrand names of global players not knownnConsulting fees relatively higher in relation to personal costs nTwo groups of clients:International companies entering PolandLargest Polish companies of which many are state ownednLocal shortage of consulting and industry kno

19、wledge and experiencenMarket dominated by financial and tax advisorynLocal consultancies enjoy important market position in PolandnDifferent product offerings and selling strategies for domestic and for international clientsnNeed to transfer knowledge and experience from developed marketsOverview of

20、 management consultingConsulting market in Poland is still dominated by financial and tax advisory services Percentage of companies using different consulting servicesSource:BOSS-GospodarkaFinancial and tax advisoryQuality management Business strategy Human resources Public relations Other Do not us

21、e consulting servicesOverview of management consultingIn parallel to world-wide brands,local consultancies enjoy important market position in PolandPolish subsidiaries of global consultanciesnDominant strategies:Focus on long-term relationship with clientFocus on several key products/industriesnKey

22、success factorsGlobal networkCombination of industry and local knowledge Tangible resultsnTargeted client segmentInternational companiesLargest Polish corporations from strategic industriesnProductsValue added projects nDominant strategiesNiche playersSpecialization in one product/industrynKey succe

23、ss factorsPricePersonal relationshipsnTargeted client segmentSmall and medium enterprisesState and local governmentsnProductsOff-the-shelf reportsCompany valuationsIssuing prospectusesFeasibility studiesLocal companiesOverview of management consultingClients can be split into two groups having diffe

24、rent expectations regarding consulting services International clients Local clientsnProductsMarket entry strategiesDistribution strategiesPost merger integration of acquired local companiesEfficiency improvement in acquired companiesnProjects sold mostly outside Poland(at the HQ level)nCo-operation

25、characteristicsUsed to work with consultantsUsed to consulting feesExpect involvement of own staffValue added drivennProductsStrategy developmentMarketing strategiesRestructuringCost reductionIT systemsnProjects sold in PolandnCo-operation characteristicsUsed to work with consultantsUsed to consulti

26、ng feesExpect consultants to do“everything”Price drivenOverview of management consultingGlobal 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

27、capabilitiesGlobal capabilities and supportOn-line access to intellectual capital,data bases,benchmarks Training and global project experience for local consultantsOverview of management consultingA.T.Kearney as a strategic management consulting firmnFounded in 1926nInternational scope 65 offices in

28、 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 EDS,the international leader in technology informationn80%of work for

29、 repeat clientsnAverage consultant work experience:17 yearsTokyoChicagoNew YorkMadridLondonDsseldorfMilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHong KongSan FranciscoLos AngelesDallasPhoenixAtlantaMexicoSao PauloMelbourneSydneyBerlinTorontoBostonClevelandWashingtonPar

30、isA.T.Kearney is one of the leading high-value-added strategic management consulting firms in the worldWarsawPragueA.T.Kearney as a strategic management consulting firmA.T.Kearney is one of the few high-value-added management consulting firms which possesses the full range of consulting servicesComp

31、lete set of consulting skillsBusiness and marketing strategyPost merger integrationStrategy sourcingTransforming the enterpriseRestructuringTechnology managementPhysical distribution&logisticsOperations redesign Process&structureChange managementMulti-functional bemchmarkingA.T.Kearney as a strategi

32、c management consulting firmCore competenciesSample of Recent ClientsRepresentative Annual Results AchievedAmeritechAnglianBTCarrefourCasinoEuro DisneyGaleries LafayetteGeneral MotorsHouse of FraserJohnson&JohnsonKeeblerKelloggMetroMonoprixNabiscoNomuraPepsiCoPromodesPrudentialQuelleSearsShellSprint

33、UnileverWal-mart“A.T.Kearney has helped enormously 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 corpo

34、rate turnarounds in recent memory”(Excerpt 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

35、 the father of our global 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-RoyceFederal Federal ExpressExpress$500 Million$500 MillionSearsSears$750 Million$750 MillionRolls-RoyceRolls-R

36、oyce$750 million$750 millionMarks&Marks&SpencerSpencer$250 million$250 millionGeneral General MotorsMotors$3.5 Billion$3.5 BillionA.T.Kearney is committed to delivering tangible and measurable“bottom-line”results for our clientsA.T.Kearney as a strategic management consulting firmSource:Louis Harris

37、 Survey,1998A.T.Kearney is the global leader in client satisfactionA.T.Kearney as a strategic management consulting firmA.T.Kearney is a leader in the field of Integrated Supply Chain ManagementDelivered keynote address at the 1999 NRF annual conference on and leadership practices in driving success

38、 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 regionPresented research findings on issues,bottlenecks and IT-related concerns of the Asian

39、supply chainFeatured presenter for the Council of Logistics Management:“Why Effective Partnerships Require a Clear Supply Chain Strategy”Delivered keynote address at 1999 Strategic Electronic Commerce Conference,an EDS-sponsored conferenceFeatured speaker at AsiaPorts 1998 conference-“How Shifting G

40、lobal 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 digital demand managementSponsoring future supply chain industry seminars:Global Excellence in Operations with

41、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“White papers and research studiesA.T.Kearney has been cited in several articles on supply chain managementLeadershi

42、pPast President of Council of Logistics ManagementPast President of Canadian Association of Logistics ManagementSeminars,Research and LeadershipSelected ExamplesA.T.Kearney as a strategic management consulting firmA.T.Kearney facilitates new thinking on the future of the Retail/Consumer Products ind

43、ustry through several forumsThought LeadershipLead the EDS/GMA Future Forces Roundtable,held annuallyBring together the CEOs and Presidents of the leading grocery manufacturers and retailersFacilitate discussions on future of technology and scienceHelp to bring together new breakthrough thinking e.g

44、.UCCNet was formed based on the actions set out in the 1998 Future Forces meeting.A.T.Kearney is active with the World Economic Forum on several levelsA.T.Kearney leads the Food and Beverage Governors Meetings in Davos Switzerland as part of the World Economic Forums annual meetingPublishes annual w

45、hite papers on advanced topics of interest to food and beverage executives as part of the World Economic Forum proceedingsA.T.Kearney participates with Grocery Manufacturers of America on several frontsFacilitate Top-to-Top meetings at the annual Greenbrier CEO Conference(1999,2001)Master of Ceremon

46、ies at the annual Information Systems,Logistics and Distribution conference(1997,2001)Facilitate 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 firmAssessed Delphi Au

47、tomotive in implementing a“value capture”program for all modules of SAP/R3,for 50 sites throughout Europe,identifying over$28MM in incremental savingsAligned business and IT strategies with core processes,and leveraged existing ERP investments to derive additional business value;Leveraged IT assets

48、by establishing IT shared services capabilitiesDeveloped a comprehensive E-Business“landscape”and competitive strategy,then assessed and realigned ERP priorities to support global purchase order management and supply-chain strategiesAssisted HP in conducting an SAP post-implementation audit,recaptur

49、ing over$19MM in net savingsIdentified over$250MM in unrealized business benefits in operations optimization,fleet productivity,staff reduction and sourcing as a result of their SAP implementationPre-merger assessment including the ERP integration of two global multi-billion dollar organizations and

50、 creation of financial and HR shared services organizations;identified$52MM in IT run-rate reductionsRestructured and consolidated IT organization to improve efficiency and effectivenessAssisted with functional and operational requirements analysis,ERP program management,global ERP consolidation,and