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Lecture–ManagementConsulting:AnIntroduction©AndersenConsulting2000AGENDA Introduction/Expectations Exampleconsultantcompany Consulting:Nature,Trends,Careers SelectedMethods(frameworks) Research(somebasics) Graphics(fromdatatochart)AGENDA Introduction/Expectations Exampleconsultantcompany Consulting:Nature,Trends,Careers SelectedMethods(frameworks) Research(somebasics) Graphics(fromdatatochart)OurMission:Helpingourclientscreatetheirfuture.ACCENTURE:MISSIONANDVISIONOurVision: Tobecomeoneoftheworld'sleadingcompanies,bringinginnovationstoimprovethewaytheworldworksandlives.Speaker’sNotes: AMissiondefineswhatacompanydoes.AndersenConsulting’smissionisTohelpourclientscreatetheirfuture.Thatiswhatwedo. AVisionstateswhatacompanyisstrivingtobe. Ourmissionandvisionareapictureofwhatwedoandwhatweaspiretobe.WeexpectthatthemissionandvisionofAndersenConsultingissharedacrossthefirmandcanbeseenbothlocallyandglobally. OneGlobalFirm–Acttoenhancethecollectivevaluesoftheglobalpartnership,whilesustaininglocalculture. Stewardship–Thinkfutureoriented;actandinvesttobuildastrongerfirmfortomorrow. Integrity–Actwithopennessandhonesty.Always. RespectfortheIndividual–Treateachpersonaswewouldliketobetreated. QualityClientService–Understandandmeetclientexpectations100percentofthetime. BestPeople–Arehighlycompetentandmakeacommitmenttoexcellence,teamwork,andthesuccessofourclients.ACCENTURE:COREVALUESSpeaker’sNotes: OurCoreValuesgiveusstandardsbywhichweliveoutourMissionandVisioninourdailyworklife.AndersenConsultingidentifiedthesesixCoreValuestosupportthemissionandvision.TheseCoreValuesformthefoundationofourorganisation.InthepastwehaveusedaCoreValuesAssessment(CVA)surveytogaugeourpeople’sfeelingsabouthowtheseCoreValuesareusedinpractice.WesurveyedallourpersonnelworldwideeverytwoyearstomeasurehowourCoreValuesareappliedinourday-to-daypractice.1989 AndersenConsultingbecomesaseparatebusinessunitfromArthurAndersen $1.6billion 21,400employees1991Horizon2000Initiativetodevelopmissionandstrategicplan$2.3billion25,000personnel1993AndersenConsultingissuesitsfirstannualreport$2.9billion27,000employees1997 AndersenConsultingcreatesaglobalnetworkofcommunications-focusedsolutioncentersinanefforttosetthestandardforspeedandqualityofperformance $6.6.Billion 53,000employees1998$8.3billion65,000employees2000JoeForehandbecomesManagingPartnerandintroducesthe100DayPlanAndersenConsultingwinsarbitrationagainstArthurAndersen01.01.01Accenture,formerlyknownasAndersenConsultingACCENTURE:IMPORTANTMILESTONESACCENTUREGLOBALLY Employees: over65,000 Countries: 48 Revenue‘99: 8,9BillionUSD Clients: ThevastmajorityofFortune30mostprofitableglobalpubliccompanies Nearly75%ofFortune200globalcompanies 100ofthemostsignificant“IndustryStandard”InternetcompaniesACCENTURE:DEVELOPMENTOFREVENUES(U.S.Billions)Story:WorldwideRevenues(U.S.Billions)Ourannualgrowthratehasbeenaround20percentonaverageoverthepastsixyears,andweexpectourgrowthtocontinuebecausetheconsultingmarketisfarfrommature.ACCENTURE:GLOBALPERSONNELGROWTH199753,426199644,801199538,027199432,711199865,134AmericasEMEAIAsia/PacificHamburgFrankfurtMünchenDüsseldorfBerlinWienZürichASG–Austria,Switzerland,GermanyACCENTUREINASG 2,750Employees 7Offices Revenues:1,24Mrd.DMGlobalCompetitiveOverviewStrategyDigitalEquipmentMcKinseyAndersenConsultingOrganizationProcessesInformationTechnologyBusinessProcessManagement(Outsourcing)CapGeminiSogetiUNISYSIBMComputerSciencesEDSBostonConsultingBoozAllen15ACCENTURE:MARKETUNITSFinancialServices Banking HealthServices InsuranceProducts Automotive,IndustrialEquipment,Travel&Transportation Consumer&PharmaceuticalProducts RetailCommunications&HighTech Communications Electronics&HighTech Media&EntertainmentResources Chemicals Energy&NaturalResources Utilities Government15ACCENTURE:SAMPLECLIENTLIST15AGENDA Introduction/Expectations Exampleconsultantcompany Consulting:Nature,Trends,Careers SelectedMethods(frameworks) Research(somebasics) Graphics(fromdatatochart)NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsultingNATUREANDPURPOSEOFCONSULTINGNatureandPurposeofConsulting Definitionof„Consulting“ Brieflookintohistory Differenttypesofconsulting Consultingmarketoverview Consultant:Professiondescription Consultingstrategies Shortoverviewovertheconsultingprocess Reasonsforclientstohireexternalconsultants Guidelinesfortheclient-consultantrelationshipDEFINITIONOFCONSULTINGDefinitionofConsulting „Togiveexpertadviceorprovideexpertcounsel.“(IKS) „Consultingprovidesvaluebydiagnosing,strategizing,designing,constructing,integrating,operating,orimplementingsolutions.Consultingutilizesrelevantknowledge,basedonintegrityandobjectivity,inbothexpertandadvisoryroles.“(ConsultingServicesTeam) „Consultingiswhateveraconsultantdoes."(CambridgeComputerServices) Thefirstpartofthedefinitiondepictsthemajorelementsoftheconsultingprocess.Also,eachelement,dependingontheorganization,hasadifferentpriorityandlevelofimportance.Forexample,alargeregionalfirmmightgiveawaythediagnosingandstrategizingstagesofaprojectinordertobeawardedamanpowerintensiveimplementationstage.However,formostsmallfirms,thediagnosing,strategizingordesignstagesarelikelytorepresentthemostlucrativeportionoftheirinvolvementinvariousprojectsastheconstructingorimplementingphasesareprobablydelegatedtotechnicalspecialists. Thesecondpartofthedefinitionrecognizestherequirementforconsultantstoapplytheirknowledgeinamannerconsistentwiththecorevaluesintherolemostappropriatetothespecifictaskathand.CONSULTINGHISTORY(1/2)Brieflookintohistory 1532 Macchiavelli‘s„IlPrincipe“ 1886 Foundationofthe„analyticaltestlab“byArthurD.Little 1895 „Apieceratesystem“byF.Taylor 1909 FoundationofArthurD.Little,Inc. 1911 „Theprinciplesofscientificmanagement“byF.Taylor 1911 „MotionStudy“byF.Gilbreth 1912 „ConsultingFirms“byF.Gilbreth 1914 E.BoozsetsupBusinessResearchServices 1925 J.O.McKinseystartshisConsultingfirm 1934 Urwick,Orr&Partners:Managementistlehr-undlernbar 1939 PeterDrucker„Theendofeconomicman“ 1947 FoundationoftheTravistockInstituteCONSULTINGHISTORY(2/2)Brieflookintohistory 1949 RobertWiener„Cybernetics“ 1950 MarvinBowerbecomesCEOofMcKinseyandstartswith theexpansion 1951 FirstDeming-AvardforQualityinJapan 1954 FoundationoftheBDU 1954 PeterDrucker:„Thepractiseofmanagement“ 1957 Argyris:„PersonalityandOrganization“ 1959 Herzberg,Mausner,Snyderman:„Themotivationtowork“ 1960 McGregor:„Thehumansideofenterprise“,Maslow:„Motivation andPersonality“ 1963 FoundationofBostonConsultingGroup 1965 FoundationofthefirsttwoBusinessUniversitiesinGreatBritainEVOLUTIONOFCONSULTINGFOCUS1980 1985 1990 1995 2000 2005QualityManagementLeanManagementRe-engineeringERPprojectsWebTechnologyE-CommerceCRMM-CommerceStrategyTYPESOFCONSULTINGDifferenttypesofmanagementconsulting Strategy Adviceandcounselaboutcorporate-levelorbusiness-unitstrategies OperationsManagement Figuringouthowtoimprovetheefficiencyorproductivityofhowabusinessworks HumanResources Compensationandbenefitsadvice,attracting,motivating,andretaininghighqualityemployees InformationTechnology Design,implement,testandroll-outnewITorinstallandoperatemassivepackagedsoftware"solutions“. Strategyconsultinginvolvesgivingadviceandcounselaboutcorporate-levelorbusiness-unitstrategies.Whatbusinessshouldwebein?Howdowecompete?Shouldwediversifyorfocusoncoreactivities?Howdowefight(andwin)againstourcompetitors?PopularizedbyBCGandMcKinseyinthe1960s,strategyconsultinghasforthelast20yearsbeenseenasakindofeliteconsulting,boughtbytopclientmanagersfortopdollarrates.Theworkcanberatherconceptualandglamorous.Consultingteamsareusuallysmall.Individualconsultantstendtobegeneralists,movingfromindustrytoindustry.Resultsareoftenhardtomeasure.Inanincreasinglytechnologicalworld,thevalueof"pure"strategicadviceisbeingrethought. OperationsManagementconsultingistheoriginalmanagementconsulting:figuringouthowtoimprovetheefficiencyorproductivityofhowabusinessworks.Fiftyyearsago,thecrazewasfortimeandmotionstudies.Inthe1990s,thebuzzwordwasreengineering.Whateverthename,thereisalwaysaneedforpractical,results-oriented,micro-economicconsulting.Quiteoften,operationsconsultantsareindustryspecialists. HumanResourcesconsultingformanyyearsfocusedoncompensationandbenefitsadvice.Inrecentyears,aspeoplehaverecognizedtheimportanceofattracting,motivating,andretaininghighqualityemployeesforacompany,HRconsultinghasblossomed.Itcanoverlapcloselywithoperationswork(e.g.,gettinganincentivecompensationplanjustright)orstrategicconsulting(e.g.,competingbasedonsuperiorcustomerservice). InformationTechnologyconsultinghasbeentheengineofgrowthfortheentireconsultingindustryinrecentyears,atrendthatshowsnosignofabating.ITconsultingnowaccountsfortwothirdsofconsultingindustryrevenues.Todayitishardtothinkofabusinessproblemwhosesolutiondoesnotinvolvetechnologyor,morespecifically,systems.Agoodpartofsystemsconsultingincludeshelpingclientsinstalloroperatemassivepackagedsoftware"solutions"suchasSAP.Today,ITfirmsdominatetheconsultingleaguetables,manyviewstrategyworkasaminor"add-on,"andquiteafewITconsultantsaremulti-millionairesthankstopublicstockofferings.WorldwideProfessionalServicesMarket$billionsSource:Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGYVS.IT-CONSULTING18%annualgrowthPureStrategyIT-relatedService Marketsizeisdifficulttomeasure,becauseofdifficultyofdefiningit. Informationtechnology-relatedprofessionalservices,about85%ofmarket,includeoutsourcing,systemsintegration,applicationdevelopment,etc. Purestrategyportionofthemarket(servicesexcludinginformationtechnology)isabout15%ofmarket. Assumingnoeconomicdownturn,globalmarketisexpectedtogrow18%peryearovernextfiveyears. Marketislargeandveryfragmentedwithalargenumberofplayers;AndersenConsultinghasa3%marketshare.IBM,thelargestplayer,hasmarketshareof9%. NonumbersforOrganizationandHumanPerformanceGERMANCONSULTINGMARKETOVERVIEWGermanConsultingmarketoverview1998: 62.500Management-,Personnel-andIT-Consultants(BDUe.V.) 13.200ConsultingCompanies Totalrevenues:18,8bn.DM(BDUe.V.) 1999: 64.500Management-,Personnel-andIT-Consultants(BDUe.V.) 14.300ConsultingCompanies Totalrevenues:21,3bn.DM(BDUe.V.)TOP20CONSULTINGCOMPANIESWORLDWIDETOP30CONSULTINGCOMPANIESINGERMANYSource:LünendonkConsultancy+ResearchGbR,HamburgWHEREDOYOUWANTTOGOTODAY?AscenefromLewisCarroll's"Alice'sAdventuresInWonderland",whenAliceaskstheCheshirecatfordirections,speaksvolumesaboutplanningwhereanorganizationwantstobeinthefuture."Wouldyoutellme,please,whichwayIoughttogofromhere?"asksAlice. "Thatdependsagooddealonwhereyouwanttogetto,"saidtheCat."Idon'tmuchcarewhere."saidAlice. "Then,itdoesn'tmatterwhichwayyougo."saidtheCat.Unfortunately,manyorganizationsareinthissituation.Theplannersknowthattheywanttogosomewhere,butthat"somewhere"hasneverbeenclearlydefinedorcommunicated.Lackingthiscriticalinformation,theytrytogoeverywhereinthehopethatwherevertheorganizationendsupwillbebetterthanwhereitisnow.REASONSTOHIREEXTERNALCONSULTANTS(1/2)Reasonsforclientstohireexternalconsultants(1):Existingcompaniesarenotreadyforthepaceglobalizationandvanishingmarketbarrierstheyface->needConsultantswithbroadmarket/industryknowledgeIncreasingM&Aactivities->HighcomplexityoftransactionsandtasksrelatedtoPostMergerIntegrationChallengesofthehightechenvironment:employeesarewhollyoccupiedwithdailyworkanddon’thavethetimetothinkaboutinnovationsChangingworkingenvironmentnecessitatecreativeandup-to-dateHRManagementDeregulationenablednewcompaniestoenterthemarket.Inordertopositionandcompeteagainstformermonopoliststheyneedindustryrelatedconsultingexperience(+otherwayround,ex-monopoliststrytodefendthemselvesagainstnewmarketentriesusingtheknowledgeofexternalcompanies)REASONSTOHIREEXTERNALCONSULTANTS(2/2)Reasonsforclientstohireexternalconsultants(2):Consultantshaveaccesstoinformationonatrulyglobalbasis(KnowledgeExchange)Widespreadacceptanceofusingconsultantstogainoutsideexpertise.Rapidtechnologicalchange.Movementtoenterprisewidesolutions.Lackofin-houseexpertiseinProcesses,technologies,industrybestpractices,andprojectmanagement.BENEFITSOFUSINGCONSULTANTS Subjectmatterexpert:Aconsultantwillsavetimeandmoneybyarrivingtoasolutiontotheclient‘sneedsatafasterpacebecauseofpastextensiveknowledgeandexperienceindealingwithotherbusinessowners. Objectivepointofview:Aconsultantwillbringarefreshingoutsidepointofviewtotheclient‘scompany,whichwillpin-pointexistingproblemsorreachfastersolutions. Educate,inform:Agoodconsultantwilleducateandinformtheclientasthetaskiscompleted. Shareinformationaboutindustryandcompetition:Thisisessentialtoreachingcompanygoals. Assistwithstrategicplanningwhichwillhelpreachcompanygoalsfasterandeasier. Offerinnovativeideas Managementconsultingisanideas-drivenprofession.Consultingfirmsboomandfadeastoolssuchasreengineeringgoinandoutoffashion.Toomanyclientsfallvictimtowantingtogetadoseofthelatesttechnique,especiallywhenitpromisesto"reinvent"theircompany.Therearehotyoungconsultingfirmswithexcitingnewapproachestomanagement-manyarelistedinthisdirectory-butclientsarewell-advisedtoapplyhealthyskepticismtohiringanyconsultingfirmbasedona"tool"or"methodology."Thesearemarketingterms.Formostconsultancies,themostimportantassetisitspeople.Overtime,consultingfirmsthatdothebestworkforclientsaretheoneswiththebestpeople.WORKANDLIFESTYLECHARACTERISTICS Workatclientsite Workinteamenvironment Workwithavarietyofclientsacrossindustries Assessclientbusinessandtechnicalchallenges Developsolutionstomoveclientforward Extensivetraveling Enrichinglearningexperience Cyclicalovertime Travel Varietyofresponsibilities WorkwithtechnologyTOP10WAYSTOKNOWYOUAREDATINGANCONSULTANT1.Referstolovemakingasa"win-win."2.Valentine'sDaycardhasbulletpoints.3.Can'tbetrustedwiththecar-tooaccustomedtobeatinguprentals.4.Celebratesanniversarybyconductingaperformancereview.5.Endsanyargumentbysaying,"let'stalkaboutthisoff-line."6.Triestocallroom-servicefromthebedroom.7.Congratulatesyourparentsforsuccessfulvaluecreation.8.Referredtotheyieldofthetomatoplantsinyourhomegardenas"deliverables"9.Talkstothewaiteraboutprocessflowwhendinnerarriveslate.10.Referredtothefirstmonthofyourrelationshipasa"diagnosticperiod."NATURE,TRENDS,CAREERSNatureandpurposeofconsultingRecenttrendsandcurrentchallengesStaffandcareerpathsinconsultingRECENTTRENDSANDCURRENTCHALLENGES Changingcustomerexpectations IncreasingmarketpoweroftheTOPconsultingcompanies Effectiveusageofinformationtechnology SplitTax/Auditing-Consulting StrategicAlliancesandStart-upPartnerships Newsuppliersentertheconsultingmarket Expansionofthewellknownconsultingcompanies ITconsultingbytraditionalconsultingcompanies Get&retaintherightpeople Howtofacethecurrentchallenges"CTOsandothere-businessstrategistsdonotwanttohearmetellthemIcanhelpWeb-enabletheirbusiness.Thatisnotenough.TheywanttoknowhowIcanhelpthemtransformtheirbusiness." --ChuckBurns,globalseniorvicepresident,services,KPMG"CTOshavemorechoicesthaneverbeforewhenitcomestoselectingaconsultant.Wegointobidsnowwherewemaycompeteagainstoneofthegiant,BigFivefirms...andeven,insomecases,anadvertisingormarketingagency." --ScottLochridge,principal,strategysolutionsgroup,DiaLogos"Thedaysofblackmagicareover,Consultantscannolongergetawaywithjustwritingawhitepaperfortheclientandsaying,'OK,nowyoudowhatIsay.'” --JoseCampos,presidentofRapidinnovationCHANGINGCUSTOMEREXPECTATIONS–SOMESTATEMENTSCHANGINGCUSTOMEREXPECTATIONS Customerexpectrealaddedvalue StandardImplementationsaredecreasingwhileindividualend-to-endsolutionbecomemuchmoreimportant UnsuccessfulERPimplementationsinthe90smadethecustomermoreawareofrisksandchallenges-->Customeraremuchmoresensitivetowhattheygetfortheirmoney Resultsinnewpaymentschemeslike: Fixedprice(especiallydonebysmaller/start-upcompanies) Riskandrewardsharing Equitypayment Paymentintermsof%-ageofactualvalueadded Ontimedeliveryclausesincontract Goodconsultingremainsexpensive.Dependingonthetypeofwork,feescanrangefromaround$100perhourtowellover$500.Interestingly,feeshavenotrisensignificantlyfor30years,whenadjustingforinflation.Inthepastfewyearstherehasbeenmoretalkof"contingent"fees,wheretheconsultantsharesintheriskofundertakingaproject;feesarethentiedtomeasurableresults.Forconsultingworkfocusedonanobjective,suchasdirectcostreduction,thisapproachcanmakegoodsense.However,theresultsofmanymanagementconsultingprojectsareintangibleorhardtomeasure.Forclientsdealingwithlimitedbudgetsforconsultingassignments,predeterminedfixedfeesareoftenmoreattractive.INCREASINGMARKETPOWEROFTHETOP20CONSULTINGCOMPANIESFacts 40TOPConsultingCompaniesincreasedtheirmarketshareinGermanyfrom42to45% AveragegrowthrateoftheTOPPlayer:~19,5%/p.a. SmallerConsultingcompanies:~4,0%/p.a. Acquisitionsofsmallerandmid-sizedconsultingfirmsbythelargercompaniesinordertodiversifytheirmarketoffer PlannedpartlyIPOofKPMG,ArthurD.Little,AndersenConsultingalsoinvestigating Increasingmarketpowerandinfluencethroughventures,e.g.-ACVenture-McKinsey’s“NewVenture”-RolandBerger&bmpSPLITTAX/AUDITING–REASONSANDCONSEQUENCESReasons U.S.SecurityandExchangeCommission:CriticalifConsultingCompaniesadviceclientsthatareauditedbythesamecompany Highermarginsandgrowthratesinconsulting InabilityforconsultingparttoraisemoneybygoingpublicaslongastheyarepartofauditingcompaniesConsequencesConsultingcompaniescanandwillgopublic(e.g.KPMG)NomorelegalrestrictionsforconsultingcompaniestoadviceothercompaniesDifferentiationprocesswillaccelerate(increasingmarketingactivities)RepositioningneedsSPLITTAX/AUDITING-CONSULTINGExamples AndersenConsultingvs.ArthurAndersen:ArbitrationDecisioninordertoallowAndersenConsultingtosplitfromArthurAndersen KPMG: IPOofKPMGConsultingBusiness Ciscotook20%stake Another20%fortheaccountingpart HewlettPackardinterestedtobuyPriceWaterhouseCoopers’ManagementandITConsultingpart CapGeminitobuyconsultingpieceofErnst&Young A.T.KearneyandEDSSTRATEGICALLIANCESOFACCENTURE Covation:Covationisaninternet-basedservicethatwillprovideanelectronicinfrastructuretomanagehealthcarepaymentsandservices,eliminateduplicateprocesses,andprovideachannelforthemanagementofhealthcarefundsandthedistributionofvirtualbankingservices.EnterpriseventurebetweenAndersenConsulting,BankofAmerica,andPhyCor(amajorphysiciangroup).Andersen’srolewastodesignandbuildtheCovationenterprise. ChomConnect:worldwidebiggestmarketintheinternetforchemicalandplastics PortumPortumoffersnotjustauctionandRFQtoolsbutuniqueservicestoourcommonclientslikee.g.Bayer,DaimlerChrysler,BASF,RenaultSAandtoB2BeMarkets(marketplaces).TodayPortumistheASGmarketleaderinB2BeProcurementauctionsandB2BeSalesauctions.WithourengagementatPortumAndersenConsultinghelpsexpandingPortumsbusinessinEuropeandbeyondaswellaswithbuildingthenextreleaseoftheirproductsandservices.IPOofPortumisplannedforQ1nextyear.S1:AlliancewithSecurityFirst./Customer-focusedPersonalFinanceInternetsolution. PrimeResponse:DeliveryofCRMsolutions. BroadVision:Producerofone-to-oneproducts. BlueMartini:Providerofelectronicmercahndisingsoftware. Calico:PersonalizedB2CandB2Bspolutions. Qpass:Providerofelectronicmerchandisingsoftware. Avanade:Microsoft-basedinternetsolutions. Seals:Aninvoicepresentationservice. Systembureau:Aninnovativecontentmanagementsolution-anewtypeofContentManagementSystemforinternetandintranetsitedevelopmentandmaintenance.ALLIANCESANDPARTNERSHIPS:SOMEEXAMPLES CapGemini: -SiebelSystems -IBM -SunMicrosystems -Microsoft KPMG: -Compaq -Cisco -Microsoft -JDEdwards CSC: -Peoplesoft -Broadvision -IBM -Lucent -Nokia EDS: -SunMicr