埃森哲-入職培訓(xùn)-如何成為一名管理咨詢顧問

1、2021-6-16 Andersen Consulting 20001Lecture Management Consulting: An Introduction2021-6-162AGENDA Introduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)2021-6-163AGENDA Introduction/E

2、xpectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)2021-6-164Our Mission: Helping our clients create their future.ACCENTURE: MISSION AND VISIONOur Vision: To become one of the worlds leading com

3、panies, bringing innovations to improve the way the world works and lives.2021-6-165One 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 wit

4、h openness and honesty. Always.Respect for the Individual 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 cl

5、ients.ACCENTURE: CORE VALUES2021-6-1661989 Andersen Consulting 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

6、.9 billion 27,000 employees1997 Andersen Consulting creates a 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

7、 introduces the 100 Day Plan Andersen Consulting wins arbitration against Arthur Andersen01.01.01 Accenture, formerly known as Andersen ConsultingACCENTURE: IMPORTANT MILESTONES2021-6-167ACCENTURE GLOBALLY Employees:over 65,000 Countries: 48 Revenue 99: 8,9 Billion USD Clients: The vast majority of

8、Fortune 30 most profitable global public companies Nearly 75% of Fortune 200 global companies 100 of the most significant “Industry Standard” Internet companies 2021-6-168ACCENTURE: DEVELOPMENT OF REVENUES(U.S. Billions)1993$2,8761994$3,4521995$4,2241996$5,3021997$6,6471998$8,32021-6-169ACCENTURE: G

9、LOBAL PERSONNEL GROWTH199753,426199644,801199538,027199432,711199865,1342021-6-1610AmericasEMEAIAsia/PacificHamburgFrankfurtMnchenDsseldorfBerlinWienZrichASG Austria, Switzerland, GermanyACCENTURE IN ASG2,750 Employees7 OfficesRevenues: 1,24 Mrd. DM2021-6-1611Global Competitive OverviewStrategyDigit

10、al EquipmentMcKinseyAndersen ConsultingOrganizationProcessesInformationTechnologyBusiness ProcessManagement(Outsourcing)Cap Gemini SogetiUNISYSIBMComputer SciencesEDSBoston ConsultingBooz Allen2021-6-1612ACCENTURE: MARKET UNITSFinancial Services Banking Health Services InsuranceProducts Automotive,

11、Industrial Equipment, Travel & Transportation Consumer & Pharmaceutical Products RetailCommunications & High Tech Communications Electronics & High Tech Media & EntertainmentResources Chemicals Energy & Natural Resources UtilitiesGovernment2021-6-1613ACCENTURE: SAMPLE CLIENT LIST2021-6-1614AGENDA In

12、troduction/Expectations Example consultant company Consulting: Nature, Trends, Careers Selected Methods (frameworks) Research (some basics) Graphics (from data to chart)2021-6-1615NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends and current challengesStaff and career paths in con

13、sulting2021-6-1616NATURE AND PURPOSE OF CONSULTINGNature and Purpose of ConsultingDefinition of Consulting“Brief look into historyDifferent types of consultingConsulting market overviewConsultant: Profession descriptionConsulting strategiesShort overview over the consulting processReasons for client

14、s to hire external consultantsGuidelines for the client - consultant relationship2021-6-1617DEFINITION OF CONSULTINGDefinition of ConsultingTo give expert advice or provide expert counsel.“ (IKS)Consulting provides value by diagnosing, strategizing, designing, constructing, integrating, operating, o

15、r 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. (Cambridge Computer Services)2021-6-1618CONSULTING HISTORY (1/2)Brief look into history1532Mac

16、chiavellis Il Principe“1886Foundation of the analytical testlab“ by Arthur D. Little1895A piece rate system“ by F. Taylor1909Foundation of Arthur D. Little, Inc.1911The principles of scientific management“ by F. Taylor1911Motion Study“ by F. Gilbreth1912Consulting Firms“ by F. Gilbreth1914E. Booz se

17、ts up Business Research Services1925J.O. McKinsey starts his Consulting firm1934Urwick, Orr & Partners: Management ist lehr- und lernbar1939Peter Drucker The end of economic man“1947Foundation of the Travistock Institute2021-6-1619CONSULTING HISTORY (2/2)Brief look into history1949Robert Wiener Cybe

18、rnetics“1950Marvin Bower becomes CEO of Mc Kinsey and starts with the expansion1951First Deming-Avard for Quality in Japan1954Foundation of the BDU1954Peter Drucker: The practise of management“1957Argyris: Personality and Organization“1959Herzberg, Mausner, Snyderman: The motivation to work“1960Mc G

19、regor: The human side of enterprise“, Maslow: Motivation and Personality“1963Foundation of Boston Consulting Group1965Foundation of the first two Business Universities in Great Britain2021-6-1620EVOLUTION OF CONSULTING FOCUS198019851990199520002005 Quality ManagementLean ManagementRe-engineeringERP

20、projectsWeb TechnologyE-CommerceCRMM-Commerce Strategy2021-6-1621TYPES OF CONSULTINGDifferent types of management consultingStrategyAdvice and counsel about corporate-level or business-unit strategiesOperations Management Figuring out how to improve the efficiency or productivity of how a business w

21、orksHuman Resources Compensation and benefits advice, attracting, motivating, and retaining high quality employeesInformation TechnologyDesign, implement, test and roll-out new IT or install and operate massive packaged software solutions“.2021-6-1622Worldwide Professional Services Market$billionsSo

22、urce: Dataquest$250$475$45$85$25$5$0$100$200$300$400$500$600199019992003STRATEGY VS. IT- CONSULTING18% annual growthPure StrategyIT-related Service2021-6-1623GERMAN CONSULTING MARKET OVERVIEWGerman Consulting market overview1998:62.500 Management-, Personnel- and IT-Consultants (BDU e.V.)13.200 Cons

23、ulting 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.)Strategy26%Process23%IT46%O&HP5%2021-6-1624TOP 20 CONSULTING COMPANIES WORLDWIDETotal StaffFirm1998199719981Anderse

24、n Consulting8.3076.64765.1342PriceWaterhouseCoopers6.0004.28646.5003Ernst & Young Consulting3.9702.95019.0504CSC3.5003.000n/a5Deloitte Consulting3.2402.31019.5596KPMG Consulting3.0002.30015.2497Mc Kinsey & Company2.5002.200n/a8Mercer Consulting Group1.5431.33811.0349Arthur Andersen1.3679529.19610A.T

25、. Kearney1.2341.0614.64611Towers Perrin1.2301.120n/a12Booz-Allen & Hamilton1.2041.0758.80013American Management Systems1.0578728.20014Gemini Consulting1.0449002.30015Hewitt Associates8807099.70016DMR Consulting8537009.10017Boston Consulting Group730655n/a18Watson Wyatt Worldwide7206725.10019Bain & C

26、ompany6305512.20020Aon Consulting Worldwide6155535.500Revenues in Mio $2021-6-1625TOP 30 CONSULTING COMPANIES IN GERMANYSource: Lnendonk Consultancy + Research GbR, HamburgFirm19991998199919981 CSC Ploenzke AG, Kiedrich1251974398631722 Andersen Consulting Unternehmensberatung GmbH, Sulzbach124080424

27、0121273 McKinsey730650142013004 Roland Berger & Partner GmbH, Mnchen680574134112045 gedas GmbH, Berlin648405299419696 KPMG Consulting GmbH, Frankfurt524400138010237 PriceWaterhouseCoopers Unternehmensberatung GmbH, Frankfurt481340180013008 Plaut -Gruppe, Ismaning460340180013009 Ernst & Young Consult

28、ing GmbH, Stuttgart4413081456110310 A.T. Kearney GmbH, Dsseldorf39524659044211 Softlab GmbH, Mnchen3603201398127012 Gemini36032060054413 The Boston Consulting Group36031049042514 Sercon3342651650125015 Mummert + Partner Unternehmensberatung AG, Hamburg330264105087516 Origin29524395082217 pdv Unterne

29、hmensberatung GmbH, Hamburg253213103088018 Materna GmbH, Dortmund25214873059019 CMG Deutschland GmbH, Eschborn24311485555020 PSI AG, Berlin24218694975121 Atos GmbH, Stuttgart235230105090822 msg Systeme GmbH, Ismaning/Mnchen22018495085023 Schumann Unternehmensberatung AG, Kln21820182076024 Deloitte C

30、onsulting GmbH/ DTT, Dsseldorf21516370647625 ESG GmbH, Mnchen21120380080026 Arthur D. Little International, Inc., Wiesbaden21018337235027 Booz o Allen & Hamilton, Dsseldorf20516730030028 sd&m AG, Mnchen19015765855229 Marketing Corporation, Bad Homburg18115636132530 Heyde AG, Bad Nauheio

31、tal StaffRevenues in Mio 2021-6-1626WHERE 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 future.Would you tell me, please, which way I ought

32、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.2021-6-1627REASONS TO HIRE EXTERNAL CONSULTANTS (1/2)Reasons for clients to hire external consultants (1):Existing

33、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 of the high tech environment: employe

34、es 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 former monopolists they need industry

35、 related consulting experience (+other way round, ex-monopolists try to defend themselves against new market entries using the knowledge of external companies)2021-6-1628REASONS TO HIRE EXTERNAL CONSULTANTS (2/2)Reasons for clients to hire external consultants (2):Consultants have access to informat

36、ion 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 management.2021-6-1629BENE

37、FITS 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 will bring a refreshi

38、ng 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 reaching company g

39、oals. Assist with strategic planning which will help reach company goals faster and easier. Offer innovative ideas2021-6-1630WORK AND LIFESTYLE CHARACTERISTICSWork at client siteWork in team environmentWork with a variety of clients across industriesAssess client business and technical challengesDev

40、elop solutions to move client forwardExtensive traveling Enriching learning experienceCyclical overtimeTravelVariety of responsibilitiesWork with technology2021-6-1631TOP 10 WAYS TO KNOW YOU ARE DATING AN CONSULTANT1. Refers to lovemaking as a win-win.2. Valentines Day card has bullet points.3. Cant

41、 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

42、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.2021-6-1632NATURE, TRENDS, CAREERSNature and purpose of consultingRecent trends an

43、d current challengesStaff and career paths in consulting2021-6-1633RECENT 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 Partne

44、rshipsNew suppliers enter the consulting marketExpansion of the well known consulting companiesIT consulting by traditional consulting companiesGet & retain the right peopleHow to face the current challenges2021-6-1634 CTOs and other e-business strategists do not want to hear me tell them I can help

45、 Web-enable 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 agains

46、t 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 magic are over, Consultants can no longer get away with just writing a white paper for the client and saying, OK, now y

47、ou do what I say. ”- Jose Campos, president of RapidinnovationCHANGING CUSTOMER EXPECTATIONS SOME STATEMENTS2021-6-1635CHANGING CUSTOMER EXPECTATIONS Customer expect real added valueStandard Implementations are decreasing while individual end-to-end solution become much more important Unsuccessful E

48、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 done by smaller / start-up companies) Risk and reward sharing Equity payment Payment in

49、terms of %-age of actual value added On time delivery clauses in contract2021-6-1636INCREASING 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

50、companies: 4,0 %/p.a.Acquisitions of 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 influence through ventures, e.g.- AC Venture -

51、McKinseys “New Venture” - Roland Berger & bmp2021-6-1637SPLIT TAX/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

52、 part to raise money by going public as long as they are part of 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 activiti

53、es) Repositioning needs 2021-6-1638SPLIT TAX/AUDITING - CONSULTING Examples 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 Hew

54、lett Packard interested to buy PriceWaterhouseCoopers Management and IT Consulting part Cap Gemini to buy consulting piece of Ernst & Young A.T. Kearney and EDS2021-6-1639STRATEGIC ALLIANCES OF ACCENTURE2021-6-1640ALLIANCES AND PARTNERSHIPS: SOME EXAMPLES Cap Gemini: - Siebel Systems- IBM - Sun Micr

55、osystems- Microsoft KPMG:- Compaq - Cisco- Microsoft- JD Edwards CSC:- Peoplesoft - Broadvision- IBM- Lucent - Nokia EDS:- Sun Microsystems - SAP- Oracle - Cisco2021-6-1641NEW COMPETITORS ENTER THE CONSULTANT MARKETNew Suppliers enter the consulting marketHardware manufacturers - HP already increase

56、d their number of in-house consultants to 6.000 + potential PriceWaterhouseCoopers partInternet service providers, e.g. Pixelpark buying the Swedish Consulting firm “Cell Network / Mandator” Building Inhouse-Consulting capabilities“ - Siemens (Siemens Business Services providing ERP, CRM implementat

57、ions) - SAP System - Deutsche Telekom buying majority stake in Debis SystemhausFinancial Institutions and Telecommunication companies2021-6-1642EXPANSION OF WELL KNOWN CONSULTING COMPANIES Expansion of the TOP consulting companies through M&A, alliances, ventures and strategic partnerships.Chance to

58、 expand business and opening new marketsAfter M&A, differentiation becomes critical, therefore high advertising budgetsIPO Strategies: Raise money for eCommerce strategy Venture Capital funds To attract people (competitive salaries and payment structures)Examples: Cap Gemini acquiring Ernst & Young

59、Cap Gemini buying SD&M CSC Ploenzke to buy KPMG France2021-6-1643IT CONSULTING AT THE ESTABLISHED CONSULTING COMPANIES As eCommerce is 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 la

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