178埃森哲－管理顧問入門第一

1、3/24/2024,© Andersen Consulting 2000,1,Lecture – Management Consulting: An Introduction,3/24/2024,2,,AGENDA,Introduction/ExpectationsExample consultant companyConsulting: Nature, Trends, CareersSelected Methods (

2、frameworks)Research (some basics)Graphics (from data to chart),3/24/2024,3,,AGENDA,Introduction/ExpectationsExample consultant companyConsulting: Nature, Trends, CareersSelected Methods (frameworks)Research (some b

3、asics)Graphics (from data to chart),3/24/2024,4,Our Mission: Helping our clients create their future.,ACCENTURE: MISSION AND VISION,Our Vision: To become one of the world's leading companies, bringing in

4、novations to improve the way the world works and lives.,3/24/2024,5,One Global Firm – Act to enhance the collective values of the global partnership, while sustaining local culture.,Stewardship – Think future oriented; a

5、ct and invest to build a stronger firm for tomorrow.,Integrity – Act with openness and honesty. Always.,Respect for the Individual – Treat each person as we would like to be treated.,Quality Client Service – Understand

6、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 VALUES,3/24/2024,6,1989 Andersen Co

7、nsulting 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 iss

8、ues its first annual report$2.9 billion27,000 employees,1997Andersen Consulting creates a global network of communications-focused solution centers in an effort to set the standard for speed and quality of performance

9、$6.6. Billion 53,000 employees1998$8.3 billion65,000 employees2000Joe Forehand becomes Managing Partner and introduces the 100 Day PlanAndersen Consulting wins arbitration against Arthur Andersen01.01.01Acce

10、nture, formerly known as Andersen Consulting,ACCENTURE: IMPORTANT MILESTONES,3/24/2024,7,ACCENTURE GLOBALLY,Employees:over 65,000Countries: 48Revenue ‘99:8,9 Billion USD Clients: The vast majority of Fortune 30

11、 most profitable global public companies Nearly 75% of Fortune 200 global companies100 of the most significant “Industry Standard” Internet companies,3/24/2024,8,ACCENTURE: DEVELOPMENT OF REVENUES,(U.S. Billions),3/24/

12、2024,9,ACCENTURE: GLOBAL PERSONNEL GROWTH,,,1997,53,426,,1996,,44,801,,,1995,,38,027,,,1994,32,711,,1998,65,134,,3/24/2024,10,Americas,EMEAI,,Asia/Pacific,,,,,,,Hamburg,Frankfurt,München,Düsseldorf,,Berlin,,Wi

13、en,,Zürich,ASG – Austria, Switzerland, Germany,ACCENTURE IN ASG,2,750 Employees7 OfficesRevenues: 1,24 Mrd. DM,3/24/2024,11,Global Competitive Overview,,Strategy,Digital Equipment,McKinsey,Andersen Consulting,Or

14、ganization,Processes,InformationTechnology,Business ProcessManagement(Outsourcing),Cap Gemini Sogeti,UNISYS,IBM,Computer Sciences,EDS,Boston Consulting,Booz Allen,3/24/2024,12,ACCENTURE: MARKET UNITS,Financial Service

15、sBankingHealth ServicesInsuranceProductsAutomotive, Industrial Equipment, Travel & TransportationConsumer & Pharmaceutical ProductsRetailCommunications & High TechCommunicationsElectronics & Hi

16、gh TechMedia & EntertainmentResourcesChemicals Energy & Natural ResourcesUtilitiesGovernment,3/24/2024,13,ACCENTURE: SAMPLE CLIENT LIST,,3/24/2024,14,,AGENDA,Introduction/ExpectationsExample consultant c

17、ompanyConsulting: Nature, Trends, CareersSelected Methods (frameworks)Research (some basics)Graphics (from data to chart),3/24/2024,15,NATURE, TRENDS, CAREERS,Nature and purpose of consulting,Recent trends and curren

18、t challenges,Staff and career paths in consulting,3/24/2024,16,NATURE AND PURPOSE OF CONSULTING,Nature and Purpose of ConsultingDefinition of ?Consulting“Brief look into historyDifferent types of consultingConsultin

19、g market overviewConsultant: Profession descriptionConsulting strategiesShort overview over the consulting processReasons for clients to hire external consultantsGuidelines for the client - consultant relationship,3

20、/24/2024,17,DEFINITION OF CONSULTING,Definition of Consulting?To give expert advice or provide expert counsel.“ (IKS)?Consulting provides value by diagnosing, strategizing, designing, constructing, integrating, operati

21、ng, 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."

22、 (Cambridge Computer Services),3/24/2024,18,CONSULTING HISTORY (1/2),Brief look into history1532Macchiavelli‘s ?Il Principe“1886Foundation of the ?analytical testlab“ by Arthur D. Little1895?A piece rate system“ by

23、 F. Taylor1909Foundation of Arthur D. Little, Inc.1911?The principles of scientific management“ by F. Taylor1911?Motion Study“ by F. Gilbreth1912?Consulting Firms“ by F. Gilbreth1914E. Booz sets up Business Res

24、earch Services1925J.O. McKinsey starts his Consulting firm1934Urwick, Orr & Partners: Management ist lehr- und lernbar1939Peter Drucker ?The end of economic man“1947Foundation of the Travistock Institute,3/24

25、/2024,19,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 Japan1954Found

26、ation of the BDU1954Peter Drucker: ?The practise of management“1957Argyris: ?Personality and Organization“1959Herzberg, Mausner, Snyderman: ?The motivation to work“1960Mc Gregor: ?The human side of enterprise“, M

27、aslow: ?Motivation and Personality“1963Foundation of Boston Consulting Group1965Foundation of the first two Business Universities in Great Britain,3/24/2024,20,EVOLUTION OF CONSULTING FOCUS,,,1980198519901995200

28、02005,,,,,,,,,,,,,,,Quality ManagementLean ManagementRe-engineeringERP projectsWeb TechnologyE-CommerceCRMM-Commerce Strategy,3/24/2024,21,TYPES OF CONSULTING,Different types of management consultingStrategyAd

29、vice and counsel about corporate-level or business-unit strategiesOperations Management Figuring out how to improve the efficiency or productivity of how a business worksHuman Resources Compensation and benefits advi

30、ce, attracting, motivating, and retaining high quality employeesInformation TechnologyDesign, implement, test and roll-out new IT or install and operate massive packaged software "solutions“.,3/24/2024,22,Worldwid

31、e Professional Services Market,$billions,Source: Dataquest,,,,,,,,,,,$250,$475,,$45,$85,,,,,,,,,,,,,,$25,$5,$0,$100,$200,$300,$400,$500,$600,1990,1999,2003,STRATEGY VS. IT- CONSULTING,18% annual growth,,,,Pure Strategy,

32、,IT-related Service,3/24/2024,23,GERMAN CONSULTING MARKET OVERVIEW,German Consulting market overview1998:62.500 Management-, Personnel- and IT-Consultants (BDU e.V.)13.200 Consulting CompaniesTotal revenues: 18,8 b

33、n. 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.),3/24/2024,24,TOP 20 CONSULTING COMPANIES WORLDWIDE,3/24/2024,25

34、,TOP 30 CONSULTING COMPANIES IN GERMANY,Source: Lünendonk Consultancy + Research GbR, Hamburg,3/24/2024,26,WHERE DO YOU WANT TO GO TODAY?,A scene from Lewis Carroll's "Alice's Adventures In Wonderland&q

35、uot;, when Alice asks the 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.

36、"That depends a good deal on where you want to get to," said the Cat."I don't much care where." said Alice."Then, it doesn't matter which way you go." said the Cat.,3/24/2024,27

37、,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 Consultant

38、s with broad market / industry knowledgeIncreasing M&A activities -> High complexity of transactions and tasks related to Post Merger IntegrationChallenges of the high tech environment: employees are wholly occu

39、pied with daily work and don’t 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 p

40、osition 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 of external compan

41、ies),3/24/2024,28,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 acceptanc

42、e 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 management.

43、,3/24/2024,29,BENEFITS OF USING CONSULTANTS,Subject matter expert: A consultant will save time and money by arriving to a solution to the client‘s needs at a faster pace because of past extensive knowledge and experience

44、 in dealing with other business owners. Objective point of view: A consultant will bring a refreshing outside point of view to the client‘s company, which will pin-point existing problems or reach faster solutions. E

45、ducate, 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 plan

46、ning which will help reach company goals faster and easier. Offer innovative ideas,3/24/2024,30,WORK AND LIFESTYLE CHARACTERISTICS,Work at client siteWork in team environmentWork with a variety of clients across indu

47、striesAssess client business and technical challengesDevelop solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelVariety of responsibilitiesWork with technology

48、,3/24/2024,31,TOP 10 WAYS TO KNOW YOU ARE DATING AN CONSULTANT,1. Refers to lovemaking as a "win-win.",2. Valentine's Day card has bullet points.,3. Can't be trusted with the car - too accustomed to

49、beating up rentals.,4. Celebrates anniversary by conducting a performance review.,5. Ends any argument by saying, "let's talk about this off-line.",6. Tries to call room-service from the bedroom.,7. Con

50、gratulates your parents for successful value creation.,8. Referred to the yield of the tomato plants in your home garden as "deliverables",9. Talks to the waiter about process flow when dinner arrives late.,1

51、0. Referred to the first month of your relationship as a "diagnostic period.",3/24/2024,32,NATURE, TRENDS, CAREERS,Nature and purpose of consulting,Recent trends and current challenges,Staff and career paths in

52、 consulting,3/24/2024,33,RECENT TRENDS AND CURRENT CHALLENGES,Changing customer expectationsIncreasing market power of the TOP consulting companiesEffective usage of information technologySplit Tax/Auditing - Consulti

53、ngStrategic Alliances and Start-up PartnershipsNew suppliers enter the consulting marketExpansion of the well known consulting companiesIT consulting by traditional consulting companiesGet & retain the right peo

54、pleHow to face the current challenges,3/24/2024,34,"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 can help

55、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 m

56、ay compete against one of the giant, Big Five firms ... and even, in some cases, an advertising or marketing agency." -- Scott Lochridge, principal, strategy solutions group, DiaLogos "The days of black ma

57、gic 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 Rapidinnovation,CHANGING CUSTOMER EXPECTA

58、TIONS – SOME STATEMENTS,3/24/2024,35,CHANGING CUSTOMER EXPECTATIONS,Customer expect real added valueStandard Implementations are decreasing while individual end-to-end solution become much more important Unsuccessful E

59、RP implementations in the 90s made the 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 d

60、one 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 contract,3/24/2024,36,INCREASING MARKET POWER OF THE TOP 20 CON

61、SULTING COMPANIES,Facts40 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

62、 smaller and mid-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 i

63、nfluence through ventures, e.g.- AC Venture - McKinsey’s “New Venture” - Roland Berger & bmp,3/24/2024,37,SPLIT TAX/AUDITING – REASONS AND CONSEQUENCES,,ReasonsU.S. Security and Exchange Commission:Critical if C

64、onsulting 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 they are part of auditing com

65、paniesConsequencesConsulting 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 act

66、ivities)Repositioning needs,3/24/2024,38,SPLIT TAX/AUDITING - CONSULTING,,ExamplesAndersen Consulting vs. Arthur Andersen:Arbitration Decision in order to allow Andersen Consulting to split from Arthur AndersenKPMG:

67、IPO of KPMG Consulting BusinessCisco took 20% stakeAnother 20% for the accounting partHewlett Packard interested to buy PriceWaterhouseCoopers’ Management and IT Consulting partCap Gemini to buy consulting piece of

68、Ernst & YoungA.T. Kearney and EDS,3/24/2024,39,STRATEGIC ALLIANCES OF ACCENTURE,3/24/2024,40,ALLIANCES AND PARTNERSHIPS: SOME EXAMPLES,Cap Gemini:- Siebel Systems- IBM - Sun Microsystems- Microsoft KPMG:

69、- Compaq - Cisco- Microsoft- JD Edwards CSC:- Peoplesoft - Broadvision- IBM- Lucent - Nokia EDS:- Sun Microsystems - SAP- Oracle - Cisco,3/24/2024,41,NEW COMPETITORS ENTER THE CONSULT

70、ANT MARKET,New Suppliers enter the consulting marketHardware manufacturers - HP already increased their number of in-house consultants to 6.000 + potential PriceWaterhouseCoopers partInternet service providers, e.g.

71、 Pixelpark buying the Swedish Consulting firm “Cell Network / Mandator” Building ?Inhouse-Consulting capabilities“ - Siemens (Siemens Business Services providing ERP, CRM implementations) - SAP Syst