ACCENTURE：管理咨询经典（英文PPT59页

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1、Lecture Management Consulting:An IntroductionJrgen Zech2023-3-11AGENDA Introduction/Expectations Example consultant company Consulting:Nature,Trends,Careers Selected Methods(frameworks)Research(some basics)Graphics(from data to chart)2023-3-12AGENDA Introduction/Expectations Example consultant compa

2、ny Consulting:Nature,Trends,Careers Selected Methods(frameworks)Research(some basics)Graphics(from data to chart)2023-3-13Our Mission:Helping our clients create their future.ACCENTURE:MISSION AND VISIONOur Vision:To become one of the worlds leading companies,bringing innovations to improve the way t

3、he world works and lives.2023-3-14One 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 and honesty.Always.Respect for the Indivi

4、dual 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.ACCENTURE:CORE VALUES2023-3-151989 Andersen Consul

5、ting 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 27,000 employees1997 Andersen Consulting creates a

6、 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 introduces the 100 Day Plan Andersen Consulting wins arbitratio

7、n against Arthur Andersen01.01.01 Accenture,formerly known as Andersen ConsultingACCENTURE:IMPORTANT MILESTONES2023-3-16ACCENTURE GLOBALLY Employees:over 65,000 Countries:48 Revenue 99:8,9 Billion USD Clients:The vast majority of Fortune 30 most profitable global public companies Nearly 75%of Fortun

8、e 200 global companies 100 of the most significant“Industry Standard”Internet companies 2023-3-17ACCENTURE:DEVELOPMENT OF REVENUES(U.S.Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,32023-3-18ACCENTURE:GLOBAL PERSONNEL GROWTH199753,426199644,801199538,027199432,711199865,1342023-3

9、-19AmericasEMEAIAsia/PacificHamburgFrankfurtMnchenDsseldorfBerlinWienZrichASG Austria,Switzerland,GermanyACCENTURE IN ASG2,750 Employees7 OfficesRevenues:1,24 Mrd.DM2023-3-110Global Competitive OverviewStrategyDigital EquipmentMcKinseyAndersen ConsultingOrganizationProcessesInformationTechnologyBusi

10、ness ProcessManagement(Outsourcing)Cap Gemini SogetiUNISYSIBMComputer SciencesEDSBoston ConsultingBooz Allen2023-3-111ACCENTURE:MARKET UNITSFinancial Services Banking Health Services InsuranceProducts Automotive,Industrial Equipment,Travel&Transportation Consumer&Pharmaceutical Products RetailCommun

11、ications&High Tech Communications Electronics&High Tech Media&EntertainmentResources Chemicals Energy&Natural Resources UtilitiesGovernment2023-3-112ACCENTURE:SAMPLE CLIENT LIST2023-3-113AGENDA Introduction/Expectations Example consultant company Consulting:Nature,Trends,Careers Selected Methods(fra

12、meworks)Research(some basics)Graphics(from data to chart)2023-3-114NATURE,TRENDS,CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in consulting2023-3-115NATURE AND PURPOSE OF CONSULTINGNature and Purpose of ConsultingDefinition of Consulting“Brief loo

13、k into historyDifferent types of consultingConsulting market overviewConsultant:Profession descriptionConsulting strategiesShort overview over the consulting processReasons for clients to hire external consultantsGuidelines for the client-consultant relationship2023-3-116DEFINITION OF CONSULTINGDefi

14、nition of ConsultingTo give expert advice or provide expert counsel.“(IKS)Consulting provides value by diagnosing,strategizing,designing,constructing,integrating,operating,or implementing solutions.Consulting utilizes relevant knowledge,based on integrity and objectivity,in both expert and advisory

15、roles.“(Consulting Services Team)Consulting is whatever a consultant does.(Cambridge Computer Services)2023-3-117CONSULTING 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

16、 Arthur D.Little,Inc.1911The principles of scientific management“by F.Taylor1911Motion 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

17、 The end of economic man“1947Foundation of the Travistock Institute2023-3-118CONSULTING 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 BDU1954Pete

18、r Drucker:The practise of management“1957Argyris:Personality 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 Universi

19、ties in Great Britain2023-3-119EVOLUTION OF CONSULTING FOCUS198019851990199520002005 Quality ManagementLean ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce Strategy2023-3-120TYPES OF CONSULTINGDifferent types of management consultingStrategyAdvice and counsel about corporat

20、e-level or business-unit strategiesOperations 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-o

21、ut new IT or install and operate massive packaged software solutions“.2023-3-121Worldwide 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 Service2023-3-122GERMAN CONSULTING

22、MARKET 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.V.)Stra

23、tegy26%Process23%IT46%O&HP5%2023-3-123TOP 20 CONSULTING COMPANIES WORLDWIDETotal StaffFirm1998199719981Andersen Consulting8.3076.64765.1342PriceWaterhouseCoopers6.0004.28646.5003Ernst&Young Consulting3.9702.95019.0504CSC3.5003.000n/a5Deloitte Consulting3.2402.31019.5596KPMG Consulting3.0002.30015.24

24、97Mc Kinsey&Company2.5002.200n/a8Mercer Consulting Group1.5431.33811.0349Arthur Andersen1.3679529.19610A.T.Kearney1.2341.0614.64611Towers Perrin1.2301.120n/a12Booz-Allen&Hamilton1.2041.0758.80013American Management Systems1.0578728.20014Gemini Consulting1.0449002.30015Hewitt Associates8807099.70016D

25、MR Consulting8537009.10017Boston Consulting Group730655n/a18Watson Wyatt Worldwide7206725.10019Bain&Company6305512.20020Aon Consulting Worldwide6155535.500Revenues in Mio$2023-3-124TOP 30 CONSULTING COMPANIES IN GERMANYSource:Lnendonk Consultancy+Research GbR,HamburgFirm19991998199919981 CSC Ploenzk

26、e AG,Kiedrich1251974398631722 Andersen Consulting Unternehmensberatung GmbH,Sulzbach1240804240121273 McKinsey730650142013004 Roland Berger&Partner GmbH,Mnchen680574134112045 gedas GmbH,Berlin648405299419696 KPMG Consulting GmbH,Frankfurt524400138010237 PriceWaterhouseCoopers Unternehmensberatung Gmb

27、H,Frankfurt481340180013008 Plaut-Gruppe,Ismaning460340180013009 Ernst&Young Consulting GmbH,Stuttgart4413081456110310 A.T.Kearney GmbH,Dsseldorf39524659044211 Softlab GmbH,Mnchen3603201398127012 Gemini36032060054413 The Boston Consulting Group36031049042514 Sercon3342651650125015 Mummert+Partner Unt

28、ernehmensberatung AG,Hamburg330264105087516 Origin29524395082217 pdv Unternehmensberatung GmbH,Hamburg253213103088018 Materna GmbH,Dortmund25214873059019 CMG Deutschland GmbH,Eschborn24311485555020 PSI AG,Berlin24218694975121 Atos GmbH,Stuttgart235230105090822 msg Systeme GmbH,Ismaning/Mnchen2201849

29、5085023 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 Corporation,Ba

30、d Homburg18115636132530 Heyde AG,Bad Nauheim18076670358Total StaffRevenues in Mio 2023-3-125WHERE 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 organization wants to be in the

31、 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.2023-3-126REASONS TO HIRE EXTERNAL CONSULTANTS(1/2)Reasons for clients

32、 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 related to Post Merger IntegrationChallenges o

33、f 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.In order to position and compete against for

34、mer 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)2023-3-127REASONS TO HIRE EXTERNAL CONSULTANTS(2/2)Reasons for clients to hire external consultants(2):Consul

35、tants 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,technologies,industry best practices,and project m

36、anagement.2023-3-128BENEFITS 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 other business owners.Objective point of view:A consultant

37、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 information about industry and competition:This is essential to rea

38、ching company goals.Assist with strategic planning which will help reach company goals faster and easier.Offer innovative ideas2023-3-129WORK AND LIFESTYLE CHARACTERISTICSWork at client siteWork in team environmentWork with a variety of clients across industriesAssess client business and technical c

39、hallengesDevelop solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelVariety of responsibilitiesWork with technology2023-3-130TOP 10 WAYS TO KNOW YOU ARE DATING AN CONSULTANT1.Refers to lovemaking as a win-win.2.Valentines Day card has bullet point

40、s.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 from the bedroom.7.Congratulates your parents for successful value creation.8.Ref

41、erred 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.2023-3-131NATURE,TRENDS,CAREERSNature and purpose of consultingRecent trends and cur

42、rent challengesStaff and career paths in consulting2023-3-132RECENT TRENDS AND CURRENT CHALLENGES Changing customer expectationsIncreasing market power of the TOP consulting companiesEffective usage of information technologySplit Tax/Auditing-ConsultingStrategic Alliances and Start-up PartnershipsNe

43、w suppliers enter the consulting marketExpansion of the well known consulting companiesIT consulting by traditional consulting companiesGet&retain the right peopleHow to face the current challenges2023-3-133 CTOs and other e-business strategists do not want to hear me tell them I can help Web-enable

44、 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 when it comes to selecting a consultant.We go into bids now where we may compete against one of the giant,

45、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 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,p

46、resident of RapidinnovationCHANGING CUSTOMER EXPECTATIONS SOME STATEMENTS2023-3-134CHANGING 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 t

47、he 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(especially done by smaller/start-up companies)Risk and reward sharing Equity payment Payment in terms of%-age of actual value added On time

48、 delivery clauses in contract2023-3-135INCREASING 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 mi

49、d-sized 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&bmp2023-3-136SPLIT TA

50、X/AUDITING REASONS AND CONSEQUENCESReasons U.S.Security and Exchange Commission:Critical if Consulting Companies advice clients that are audited 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

51、auditing companiesConsequences Consulting companies can and will go public(e.g.KPMG)No more legal restrictions for consulting companies to advice other companies Differentiation process will accelerate(increasing marketing activities)Repositioning needs 2023-3-137SPLIT TAX/AUDITING-CONSULTING Exampl

52、es Andersen Consulting vs.Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur Andersen KPMG:IPO of KPMG Consulting BusinessCisco took 20%stakeAnother 20%for the accounting part Hewlett Packard interested to buy PriceWaterhouseCoopers Management and IT Cons

53、ulting part Cap Gemini to buy consulting piece of Ernst&Young A.T.Kearney and EDS2023-3-138STRATEGIC ALLIANCES OF ACCENTURE2023-3-139ALLIANCES AND PARTNERSHIPS:SOME EXAMPLES Cap Gemini:-Siebel Systems-IBM-Sun Microsystems-Microsoft KPMG:-Compaq-Cisco-Microsoft-JD Edwards CSC:-Peoplesoft-Broadvision-

54、IBM-Lucent-Nokia EDS:-Sun Microsystems-SAP-Oracle-Cisco2023-3-140NEW COMPETITORS ENTER THE CONSULTANT MARKETNew Suppliers enter the consulting marketHardware manufacturers-HP already increased their number of in-house consultants to 6.000+potential PriceWaterhouseCoopers partInternet service provide

55、rs,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 -Deutsche Telekom buying majority stake in Debis SystemhausFinancial Institutions and Telecommunication

56、companies2023-3-141EXPANSION OF WELL KNOWN CONSULTING COMPANIES Expansion 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 Strate

57、gies:Raise money for eCommerce strategy Venture Capital funds To attract people(competitive salaries and payment structures)Examples:Cap Gemini acquiring Ernst&Young Cap Gemini buying SD&M CSC Ploenzke to buy KPMG France2023-3-142IT CONSULTING AT THE ESTABLISHED CONSULTING COMPANIES As eCommerce is

58、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 eCommerce centers and venture capital firmsBy buying smaller companies and partnering they are able to provide a full implementation

59、 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 alliances&ventures in the eBusinessAfter split from Andersen Consulting,Arthur Andersen will get more into IT consulting2023-3-143IPO in or

60、der to attract personnelUntil backdrop of Dot.Coms and the stock market,tendency of leading personnel to leave traditional companies to join Start-ups: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

61、of the Cambridge Technology Capital venture fund)mostly to small high-tech companies.Dean Hawkins,former CFO of Adidas to become CFO Joe Galli,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 abou

62、t 3.000 open IT positions for 2001,Hewlett-Packard to look for 500 IT specialists,PricewaterhouseCoopers 300 and Siemens 1.500,Andersen Consulting with 1.100 open positions in ASG.GET AND RETAIN THE RIGHT PEOPLE2023-3-144WINNING THE WAR FOR TALENTKey factors of successImage Interesting tasks Persona

63、l developmentBalanced life styleInternationalatmosphere 1.DaimlerChrysler2.Lufthansa3.McKinsey 4.BMW5.KPMG6.Boston Consulting7.Deutsche Bank8.Siemens9.SAP10.AccentureAttractive employeesFocus 30.August 19992023-3-145HOW TO FACE THE CURRENT CHALLENGES New strategiesBranding Campaigns Personnel develo

64、pment conceptsEfficient Knowledge ManagementAccurate Planning Change as ChanceSynchronize the key success factors:-people-process-strategy-technology2023-3-146NATURE,TRENDS,CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in consulting2023-3-147STAFF

65、AND CAREER PATHSPartnerAssociate PartnerManagerConsultantAnalystDirectorPrincipleAssociate PrincipleProject ManagerConsultantAccentureMcKinsey2023-3-148wLead work teamswFacilitate Team-MeetingswSystems designwClient presentationswLead subprojectsConsultantAnalystwProposalswForecastingwDevelop and ex

66、ecute client trainingwClient interviewswProgrammingwSystems DocumentationwParticipates in problem solvingwRecommends and implements solutionswDefines user requirementswResearches new and existing technology wProvides production supportwTests softwarewReviews work of peersROLES AND RESPONSIBILITIES:EXAMPLES2023-3-149PartnerManagerwInterface with client senior managementwLead client meetingswDevelop new businesswDevelop management teamwShape and impact the FirmwAttain Ownership in the FirmROLES AN