科尔尼-公司简介及咨询顾问职业生涯发展(1)

Wyższa Szkoła Przedsiębiorczości i Zarządzania
im. Leona Koźmińskiego w Warszawie
“Strategic management consulting – the A.T. Kearney
perspective”
Presentation
solutions • Inplementation of selected IT
solutions
Accenture CSC Index IBM Consulting
Overview of management consulting
The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.
Overview of management consulting
Why does there continue to be a demand for management consulting?
Most companies do not know how to • Analyze „themselves” in an objective way when business situations change significantly • Operate in a temporary, project mode
institutions (e.g. stock exchange) • Acquisitions by foreign investors
• Privatization/Due Dilligence • IT consulting • Restructuring
• Foreign investors
Start of the economic transformation
1992
1993
1994
1995
1996
1997
1998
1999
2000
Overview of management consulting
The development stages in Poland were significantly different than in Western Europe
Companies need “tailored” solutions to remain competitive in an increasingly global marketplace The high cost of what management consulting provides can only be justified by companies on an outsourced, as needed basis
Overview of management consulting
The consulting services in Poland emerged after the transformation in 1989 with privatization; other segments of the market developed later
Unfortunately, most business schools do not • Prepare managers for “exceptions” in business situations • Teach real project management
Overview of management consulting
External trends
1990 - 1993
• Start of economic transformation
• Privatization of state own enterprises
Consultants’ value proposition
Major client group
Key players
Warsaw, May 28, 2001
an EDS company
Agenda
Overview of management consulting A.T. Kearney as a strategic management consulting firm Consultant’s role in A.T. Kearney The future of management consulting
Operations
• Process optimalization • Change management • Business process reengineering • Strategic sourcing • Supply chain management • Service level improvement • Benchmarking • Organization restructuring
Development of the consulting market in Poland
Privatization consulting Audit and legal services IT consulting High value added consulting
1989 1990 1991
specialized in financial / privatization consulting
Key factors for success
• Relationships • Prices
Source : A.T. Kearney
1994 - 1997
1998 - 2000
• Fast growth of the economy • Development of the free market
Overview of management consulting
Companies engage management consultants for several reasons — some good, some not so good
Some reasons why companies hire consultants The company does not have the necessary skills internally The company has never confronted this situation before Management needs fresh ideas and a new perspective Management wants the consultant to confirm its ideas Everyone in the company is too busy Management needs a “tie breaker”
• Privatization • Financial valuation
• State administration • Largest Polish state-owned
enterprises
• Small Polish companies • Smaller foreign companies
Consulting Industry Market Size and Growth Rates
Market Size ($ B) $180 $160 $140 $120 $100 $80 $60 $40 $20 $0
17,7%
21,9%
$89 $73
$100 12,1%
$117 16,8%
132 12,9%
Overview of management consulting
Today, one is confronted with a variety of consultants . . . .
Overview of management consulting
Tax “consultants” Hair “consultants” Image “consultants” Color “consultants” Catering “consultants”
The major global management consulting firms concentrate in three areas of consulting; A.T. Kearney, together with EDS, cover the whole spectrum
Strategy
McKinsey Monitor, BCG, Bain
Booz Allen
“Big Five” firms A.T. Kearney (EDS)
Information technology
• System strategy creation • Information systems market
analysis • Selecting appropriate IT
- Good reason - Good reason - Good reason - Not-so-good reason - Not-so-good reason - Not-so-good reason
Overview of management consulting
Why does management consulting seem to be growing in importance?
The nature of business is changing so rapidly that companies • Cannot provide for every eventuality in the organizational structure • Find it difficult to maintain permanent staff functions