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“Strategicmanagementconsulting–theA.T.Kearneyperspective”Warsaw,May28,2001Wy?szaSzko?a
Przedsi?biorczo?ciiZarz?dzania
im.LeonaKo?mińskiego
wWarszawiePresentationanEDScompany
AgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultant’sroleinA.T.KearneyThefutureofmanagementconsulting
Overviewofmanagementconsulting
Today,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?Overviewofmanagementconsulting
Onedefinition....Managementconsulting=assistingmanagement infacilitatingchange togainandsustain competitiveadvantageOverviewofmanagementconsulting
Companiesengagemanagementconsultantsforseveralreasons—somegood,somenotsogood SomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally -GoodreasonThecompanyhasneverconfrontedthissituationbefore -GoodreasonManagementneedsfreshideasandanewperspective -GoodreasonManagementwantstheconsultanttoconfirmitsideas -Not-so-goodreasonEveryoneinthecompanyistoobusy -Not-so-goodreasonManagementneedsa“tiebreaker” -Not-so-goodreasonOverviewofmanagementconsulting
Whydoesmanagementconsultingseemtobegrowinginimportance?ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityintheorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasisOverviewofmanagementconsulting
Whydoestherecontinuetobeademandformanagementconsulting?MostcompaniesdonotknowhowtoAnalyze?themselves”
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