1、“Strategic management consulting the A.T. Kearney perspective” Warsaw, May 28, 2001Wysza Szkoa Przedsibiorczoci i Zarzdzania im. Leona Komiskiegow WarszawiePresentationan EDS company2A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjAgenda nOverview of management consulting nA.T. Kea
2、rney as a strategic management consulting firmnConsultants role in A.T. KearneynThe future of management consulting 3A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjOverview of management consulting4A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjToday, one is con
3、fronted with a variety of consultants . . . . nTax “consultants”nHair “consultants”nImage “consultants”nColor “consultants”nCatering “consultants”What then, is “management consulting?Overview of management consulting5A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjOne definition .
4、. . .Management consulting = assisting management in facilitating change to gain and sustain competitive advantageOverview of management consulting6A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjCompanies engage management consultants for several reasons some good, some not so goo
5、d Some reasons why companies hire consultantsnThe company does not have the necessary skills internally- Good reasonnThe company has never confronted this situation before- Good reasonnManagement needs fresh ideas and a new perspective - Good reasonnManagement wants the consultant to confirm its ide
6、as- Not-so-good reasonnEveryone in the company is too busy- Not-so-good reasonnManagement needs a “tie breaker”- Not-so-good reasonOverview of management consulting7A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjWhy does management consulting seem to be growing in importance?nThe
7、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 functionsnCompanies need “tailored” solutions to remain competitive in an increasingly global marketplacenThe high cost of what
8、management consulting provides can only be justified by companies on an outsourced, as needed basis Overview of management consulting8A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjWhy does there continue to be a demand for management consulting?nMost companies do not know how to
9、Analyze themselves” in an objective way when business situations change significantly Operate in a temporary, project modenUnfortunately, most business schools do not Prepare managers for “exceptions” in business situations Teach real project managementOverview of management consulting9A.T. Kearney
10、/ Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjInformation technologyOperationsStrategySystem strategy creation Information systems market analysisSelecting appropriate IT solutions Inplementation of selected IT solutionsProcess optimalizationChange management Business process reengineeringStr
11、ategic sourcingSupply chain managementService level improvementBenchmarkingOrganization restructuringCorporate strategyStrategic business unitse-business strategyProduction strategyDistribution strategyMarket entry strategyRestructuringThe major global management consulting firms concentrate in thre
12、e areas of consulting; A.T. Kearney, together with EDS, cover the whole spectrumMcKinseyMonitor, BCG, BainBooz AllenAccentureCSC IndexIBM ConsultingA.T. Kearney (EDS)“Big Five” firmsOverview of management consulting10A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjConsulting Indust
13、ry Market Size and Growth RatesMarket Size($ B)Per Annum Growth Rate(%)Source: The Global Consulting Marketplace: Key Data, Forecasts & Trends 2000 Edition, Kennedy Information Research Group. Chart pertains to the market for consulting firms independent of hardware/software organizationsIT projects
14、 to represent over 50 percent of the market The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.Overview of management consulting11A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjThe consulting services in Poland emerged af
15、ter the transformation in 1989 with privatization; other segments of the market developed later198919901991199219931994199519961997199819992000Development of the consulting market in PolandPrivatization consultingAudit and legal servicesIT consultingHigh value added consultingStart of the economic t
16、ransformationOverview of management consulting12A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjThe development stages in Poland were significantly different than in Western Europe Source : A.T. Kearney1998 - 20001994 - 19971990 - 1993Externaltrends Start of economic transformation
17、 Privatization of state own enterprises Fast growth of the economy Development of the free market institutions (e.g. stock exchange) Acquisitions by foreign investors Consolidation of the economy Increased competitive preasure Acquisitions and post merger integrations Big ticket privatizationsConsul
18、tantsvalueproposition Privatization Financial valuation Privatization/Due Dilligence IT consulting Restructuring Efficiency improvement Reorganization/Reengineering Strategy IT consultingKey players Small Polish companies Smaller foreign companies specialized in financial / privatization consulting
19、Big five Specialized Polish companies Big five A.T. Kearney McKinsey BCG, .Key factors for success Relationships Prices Local knowledge Quality standards Value added Global network RelationshipMajor client group State administration Largest Polish state-owned enterprises Foreign investors Foreign in
20、vestors Largest Polish, privately owned corporations Overview of management consulting13A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjThe consulting market in Poland is still significantly different than in other countries DifferencesDriversnLow sophistication of the market. Many
21、 potential clients do not recognize the need for consulting servicesnBrand names of global players not knownnConsulting fees relatively higher in relation to personal costs nTwo groups of clients: International companies entering Poland Largest Polish companies of which many are state ownednLocal sh
22、ortage of consulting and industry knowledge and experiencenMarket dominated by financial and tax advisorynLocal consultancies enjoy important market position in PolandnDifferent product offerings and selling strategies for domestic and for international clientsnNeed to transfer knowledge and experie
23、nce from developed marketsOverview of management consulting14A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjConsulting market in Poland is still dominated by financial and tax advisory services Percentage of companies using different consulting servicesSource : BOSS-GospodarkaFina
24、ncial and tax advisoryQuality management Business strategy Human resources Public relations Other Do not use consulting servicesOverview of management consulting15A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjIn parallel to world-wide brands, local consultancies enjoy important m
25、arket position in PolandPolish subsidiaries of global consultanciesnDominant strategies: Focus on long-term relationship with client Focus on several key products / industriesnKey success factors Global network Combination of industry and local knowledge Tangible resultsnTargeted client segment Inte
26、rnational companies Largest Polish corporations from strategic industriesnProducts Value added projects nDominant strategies Niche players Specialization in one product / industrynKey success factors Price Personal relationshipsnTargeted client segment Small and medium enterprises State and local go
27、vernmentsnProducts Off-the-shelf reports Company valuations Issuing prospectuses Feasibility studiesLocal companiesOverview of management consulting16A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjClients can be split into two groups having different expectations regarding consult
28、ing services International clients Local clientsnProducts Market entry strategies Distribution strategies Post merger integration of acquired local companies Efficiency improvement in acquired companiesnProjects sold mostly outside Poland (at the HQ level)nCo-operation characteristics Used to work w
29、ith consultants Used to consulting fees Expect involvement of own staff Value added drivennProducts Strategy development Marketing strategies Restructuring Cost reduction IT systemsnProjects sold in PolandnCo-operation characteristics Used to work with consultants Used to consulting fees Expect cons
30、ultants to do “everything” Price drivenOverview of management consulting17A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjGlobal high-value-added consulting companies will have an advantage over local consulting companies because global companies - Can leverage worldwide intellectu
31、al capital and experience- Still have necessary local capabilitiesGlobal capabilities and supportOn-line access to intellectual capital, data bases, benchmarks Training and global project experience for local consultantsOverview of management consulting18A.T. Kearney / Szkoa Biznesu im. Kozminskiego
32、 / May 28, 2001 / shjA.T. Kearney as a strategic management consulting firm19A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjnFounded in 1926nInternational scope 65 offices in 34 countriesOver 3000 consultantsnSince 1996, A.T. Kearney is the second largest strategic management cons
33、ulting firm in the worldOver 3000 projects engagements per year1,4 bln USD turnover in 2001nSince 1995, A.T. Kearney is part of EDS, the international leader in technology informationn80% of work for repeat clientsnAverage consultant work experience: 17 yearsTokyoChicagoNew YorkMadridLondonDsseldorf
34、MilanAmsterdamBrusselsMunichStuttgartBeijingSingaporeStockholmOsloCopenhagenHong KongSan FranciscoLos AngelesDallasPhoenixAtlantaMexicoSao PauloMelbourneSydneyBerlinTorontoBostonClevelandWashingtonParisA.T. Kearney is one of the leading high-value-added strategic management consulting firms in the w
35、orldWarsawPragueA.T. Kearney as a strategic management consulting firm20A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney is one of the few high-value-added management consulting firms which possesses the full range of consulting servicesComplete set of consulting skills
36、Business and marketing strategyPost merger integrationStrategy sourcingTransforming the enterpriseRestructuringTechnology managementPhysical distribution & logisticsOperations redesign Process & structureChange managementMulti-functional bemchmarkingA.T. Kearney as a strategic management consulting
37、firmCore competencies21A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjSample of Recent ClientsRepresentative Annual Results Achieved Ameritech Anglian BT Carrefour Casino Euro Disney Galeries Lafayette General Motors House of Fraser Johnson & Johnson Keebler Kellogg Metro Monoprix
38、 Nabisco Nomura PepsiCo Promodes Prudential Quelle Sears Shell Sprint Unilever Wal-mart“A.T. Kearney has helped enormously to address our key issues We have planned and implemented cost reduction programs that will return over half a billion dollars” Fred Smith, CEO, Federal Express“in sharpest cont
39、rast A.T. Kearney consultants helped engineer one of the most stunning corporate turnarounds in recent memory” (Excerpt about Sears success working with A.T. Kearney, review of Dangerous Company in Fortune, August 18, 1997)“The Kearney work has made us radically re-think our approach to the business
40、. We wouldnt have done that otherwise” Marks & Spencer Supplier“A.T. Kearney is really the father of our global purchasing system.” “They are our achievement consultants” Jack Smith, CEO, GM“We wanted consultants who wouldnt just give us advice and walk away” John Rose, CEO, Rolls-RoyceFederal Feder
41、al ExpressExpress$500 Million$500 MillionSearsSears$750 Million$750 MillionRolls-RoyceRolls-Royce$750 million$750 millionMarks & Marks & SpencerSpencer$250 million$250 millionGeneral General MotorsMotors$3.5 Billion$3.5 BillionA.T. Kearney is committed to delivering tangible and measurable “bottom-l
42、ine” results for our clientsA.T. Kearney as a strategic management consulting firm22A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjSource: Louis Harris Survey, 1998A.T. Kearney is the global leader in client satisfactionA.T. Kearney as a strategic management consulting firm23A.T.
43、Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney is a leader in the field of Integrated Supply Chain Management Delivered keynote address at the 1999 NRF annual conference on and leadership practices in driving success through consumer-focused supply chains Co-sponsored Asia
44、 LOGICON conference for senior logistics professionals (1999) Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific region Presented research findings on issues, bottlenecks and IT-related concerns of the Asian supply chain Featured presenter for the Council of Lo
45、gistics Management: “Why Effective Partnerships Require a Clear Supply Chain Strategy” Delivered keynote address at 1999 Strategic Electronic Commerce Conference, an EDS-sponsored conference Featured speaker at AsiaPorts 1998 conference - “How Shifting Global Sourcing Patterns Are Impacting Port Ope
46、rations” Hosted CEO Forum on “Challenges in the Digital Future in the 21st Century”, with topics including digital supply chain opportunities and digital demand management Sponsoring future supply chain industry seminars: Global Excellence in Operations with Fortune (2000) 2000 Supply Chain Manageme
47、nt Conference” (2000) A.T.Kearney/European Logistics Association: Insight to Impact. Results of the Fourth Quinquennial European Logistics Study 1999“ White papers and research studies A.T. Kearney has been cited in several articles on supply chain management Leadership Past President of Council of
48、Logistics Management Past President of Canadian Association of Logistics ManagementSeminars, Research and LeadershipSelected ExamplesA.T. Kearney as a strategic management consulting firm24A.T. Kearney / Szkoa Biznesu im. Kozminskiego / May 28, 2001 / shjA.T. Kearney facilitates new thinking on the
49、future of the Retail/Consumer Products industry through several forumsThought Leadership Lead the EDS/GMA Future Forces Roundtable, held annually Bring together the CEOs and Presidents of the leading grocery manufacturers and retailers Facilitate discussions on future of technology and science Help
50、to bring together new breakthrough thinking e.g. UCCNet was formed based on the actions set out in the 1998 Future Forces meeting. A.T. Kearney is active with the World Economic Forum on several levels A.T. Kearney leads the Food and Beverage Governors Meetings in Davos Switzerland as part of the Wo
