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About Management Consulting
 

About Management Consulting

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An overview of Management Consulting Industry

An overview of Management Consulting Industry

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    About Management Consulting About Management Consulting Presentation Transcript

    • Management Consulting
      Carrier Perspective
    • What is Consulting?
      Product / Service: Ability to solve business problems.
      Team-based Work
      Clients: leaders of corporations, governments, and non-profit groups.
      www.deepakpareek.com
    • Consulting Firms
      Focus: Strategy, IT, HR, etc.
      Industry: Healthcare, Financial Services, etc.
      • McKinsey & Company
      • Boston Consulting Group
      • Bain & Company
      • Booz Allen Hamilton
      • Monitor Group
      • Mercer Oliver Wyman
      • Deloitte Consulting
      • Accenture
      • Kurt Salmon
      • Roland Berger
      www.deepakpareek.com
    • Why Hire Consultants?
      Lack of Knowledge or Skills
      Flexible Labor Pool
      Fresh Perspective
      Politics
      www.deepakpareek.com
    • Typical Week
      FRI
      THURS
      WED
      TUES
      MON
      3-4-5 Rule
      Activities: Interviews, meetings, research, data analysis, building “decks”.
      Excel & Powerpoint
      www.deepakpareek.com
    • Lifestyle: the Bad and the Ugly
      Travel
      Hours
      Vs Banking
      “on the beach”
      Consulting: What is it again?
      Implementation
      www.deepakpareek.com
    • Lifestyle: the Good
      Challenging Work
      Smart people
      Career development
      Training & Variety
      Access to Management
      Jumping to Industry
      www.deepakpareek.com
    • Research
      Is Consulting for You?
      Which Firms?
      Sound like an Insider
      Consulting Lingo
      Trends and Current Topics
      www.deepakpareek.com
    • Getting a Job
      Your Story
      Why Consulting? Why Our Firm?
      Be Genuine
      Networking
      Case Interviews
      www.deepakpareek.com
    • Networking
      Corporate Presentations & MCA Events
      Alumni: SWAP & CAP
      Ask Smart Questions
      Dress & Etiquette
      www.deepakpareek.com
    • Case Interview
      Various Formats
      Casing Boot Camp
      Books:
      Case in Point by Marc P. Cosentino
      Crack the Case by David Ohrvall
      Mastering the Case Analysis by Alexander Chernev
      WetFeet Guides (Ace Your Case I to VI)
      The Vault Guide to the Case Interview
      www.deepakpareek.com
    • Introduction to Management Consulting
      www.deepakpareek.com
    • To give an overview of the course
      To know the definition, history and purpose of management consulting
      To understand the consultancy market: the main players, industry segmentation, clients and trends
      To gain an overview of the consulting life-cycle
      To understand the basics of approaching cases, guestimating and analysing.
      Today’s Learning Objectives
      www.deepakpareek.com
    • The Course
      What is Management Consulting?
      Who are Management Consultants?
      Clients
      Analysing Cases
      The Agenda
      www.deepakpareek.com
    • The Course
      Practical, Practical, Practical……
      Case-based (Harvard)
      Develops skills
      Get jobs
      Highest retention rates
      To…
      Understand Consultancy
      Analyse businesses
      Develop solutions
      No...
      Books
      Theories
      Bullshit
      www.deepakpareek.com
    • The Course Pt. I
      Introduction to Consulting
      Overview of Consulting
      Designing your own firm
      Proposals and Planning
      Planning, Costing and Proposing
      Assignment: Speaker from StayMobile Ltd.
      Strategy Consulting & Market Analysis
      Analysing Trends
      Making Recommendations
      IT & e-Commerce
      Requirements Management
      E-business
      www.deepakpareek.com
    • The Course Pt. II
      Dark Sides of Consulting
      Stress, manipulation and exploitation
      Illegal trades: Enron, Parmalat, WorldCom
      Speaker Day 1: Consulting Work
      EDS & Deloitte
      Managing Delivery
      Speaker Day 2: Analysis with SSM
      Jeremy Hilton: Private Consultant
      Methodologies & Modelling
      Speaker Day 3: Consulting Careers and CVs
      IBM
      Getting a job & getting on
      www.deepakpareek.com
    • What is Management Consulting?
      www.deepakpareek.com
    • Historical & Future Trends
      • Big player recovery from 2000 - 2003 (DotCom bust)
      • Accountability (Chinese Walls, Enron, Sarbanes-Oxley, Basel II)
      • Diversification (M&A, Internationalisation, Sectors)
      • Image (MBAs, Up selling, Over-charging, Facsimile Consulting)
      • Projects (outsourcing, e-business, protection vs. emergent markets)
      • Competition (numbers, approved lists, proven track record, sceptical clients)
    • The Biggest Consulting Firms
      Accenture (IT, Operations, HRM)
      Cap Gemini (IT, Operations)
      CSC (IT, Operations)
      IBM BCS (IT)
      PWC (IT, Operations, HRM)
      KPMG / Bearing Point (IT, Operations)
      Deloitte (IT, Operations)
      McKinsey & Co. (Strategy, Operations)
      BAH (Strategy, Operations)
      Mercer (Strategy, HRM)
      Anderson (Operations)
      A. T Kearney (Strategy, HRM)
      Monitor (Strategy)
      BCG (Strategy)
      A.D. Little (Strategy)
      Bain & Co. (Strategy)
      www.deepakpareek.com
    • So……Who’s doing what?
      ADL, BCG
      McKinsey
      Bain & Co
      ADL, BCG
      McKinsey
      Bain & Co
      ADL, BCG
      McKinsey
      Bain & Co
      KPMG / Deloitte
      PWC / EY
      PWC / EY
      KPMG / Deloitte
      Accenture / IBM
      Accenture / IBM
      Size
      Program Management
      Implementation
      Operation
      Strategy
      www.deepakpareek.com
    • Segmentation
      Industry
      Telcos - Health
      Digital Media - Manufacturing
      Finance & Banking - FMCG& Retail
      Utilities - Transportation
      Function
      Strategy - HRM
      Operations - IT (incl. e-business)
      Sector
      Non-profit
      Public
      Private
      www.deepakpareek.com
    • Strategy Consultants
      Diamond
      Sapient
      Oliver Wyman
      McKinsey
      Scient
      A.T. Kearney
      Software Providers
      Service providers
      / Utilities
      Deloitte
      EDS
      PwC
      CSC
      IBM
      Accenture
      Technology Providers
      A Consulting Typology
      www.deepakpareek.com
    • Sector Analysis Pt. I
      Strategy
      Direction, Long-term plans & High-level goals
      Lever to implementation
      Bain & Co. - BCG
      McKinseys - Monitor
      Operations
      Day-to day running of firm, Reaching, strategic goals
      Re-engineering, outsourcing, supply-chains
      Accenture - Deloitte
      Cap Gemini - CSC
      www.deepakpareek.com
    • Sector Analysis Pt. II
      IT
      Systems development, implementation
      Business focused requirements
      IBM - AMS (American Management Systems)
      Accenture - CSC
      HRM
      Strategic alignment of people function
      ERP, training, culture change, competence management
      Accenture - PWC
      Mercer - AT Kearney
      www.deepakpareek.com
    • Consulting Products
      Products have a name, a methodology, an application and great PR
      Consultants are charged with introducing ‘fashions’
    • Who are Management Consultants?
      www.deepakpareek.com
    • What is a Management Consultant?
      Not the brightest and the best
      Not all Harvard MBAs or even business students
      Not Magicians, Preachers or Witch-Doctors
      www.deepakpareek.com
    • Broad set of general consulting competencies
      Depth of expertise: skill or knowledge based
      Skill Profile
      Skills:
      • Outstanding interpersonal skills
      • Great Presenter
      • Excellent at writing reports
      Knowledge:
      • Generalist business knowledge
      • Methods & Frameworks
      • In-depth specific skill
      www.deepakpareek.com
    • Basic Salaries (UK)
      Graduate £20 – 26k
      Junior Project Lead £30 – 35k
      Team Leader £40 – 60k
      Senior Consultant £60 – 80k
      Principle Consultant £70 – 100k
      Partner £100k +
      + 10 – 20% bonus
      + car
      + health care, share options
      Highest salaries earned at niche consultancies
      www.deepakpareek.com
    • Design your own Consultancy
      In pairs: you and 20 consultants wish to start your own medium-sized consultancy. You will consult on general strategic management issues such as mergers and acquisitions, outsourcing and new product development.
      Write 10 scenarios (5 each) that you think might be likely to occur whilst running this consultancy. What functions, departments and skills will you need in the consultancy. Sketch a brief organisational design and strategy outlining:
      Skills Required
      Structure & Function
      Major Costs
      Key problems
      www.deepakpareek.com
    • Clients
      www.deepakpareek.com
    • Marketing Consultancy Work
      Finding a problem
      • External threats
      • Mimicking others
      • Falling behind: benchmarks
      • New opportunities
      Marketing Consultancy
      • Links with top academics / Business Schools (HBS, MIT, Sloan)
      • Links to conferences, institutions,
      • Publications: books, journals, the press
      Getting in
      • Free surveys / research
      • ‘Solution’ stories
      • Referrals
      • ‘Jumpers’
      www.deepakpareek.com
    • Why Employ Consultants?
      Expertise
      Objectivity
      Someone to blame
      To save money
      External knowledge (e.g. best practice, benchmarking)
      www.deepakpareek.com
    • Types of project
      Providing Advice: should I launch this product?
      Project Design: how should I launch this product?
      Implementation: install a system that will pay suppliers
      Functional Management: run our department for us
      www.deepakpareek.com
    • Working With Clients
      Defining the project
      Open  Closed questions: Predicament > Definition > Solution
      Key Decision Makers
      Enticing the Client
      Free analysis
      Free juniors
      Corporate entertainment
      Successful Projects
      Contract, contract, contract
      Clear goals, roles & procedures
      Boilerplating & reuse
      Quick measurable wins
      Solid Conclusions
      The person not the project
      www.deepakpareek.com
    • Initial Contact
      Proposal & Contract
      Definition
      Data Collection
      Data Analysis
      Review
      Disengaging
      Decision-making,
      Planning
      Intervention
      The Consulting Life-cycle
      www.deepakpareek.com
    • Strategy: A Refresher
      www.deepakpareek.com
    • Vision what values drive this company?
      Objectives where do we want to be?
      Plan how will we get there?
      Goals how will we know when we’re there?
      Programs streams for delivery
      What is Strategy?
      www.deepakpareek.com
    • Porters Five Forces
      - Barriers, Buyer Power, Customer Power, Substitutes, Competition
      4 Cs
      - Customers, Cost, Competition, Company
      4 Ps
      - Product, Price, Promotion, Place
      Scenario Planning
      Strategy Tools
      www.deepakpareek.com
    • Key Concepts
      BCG – Experience curve
      BCG – Growth Share Matrix
      McKinsey & Company – Strategic Business Units (SBUs)
      McKinsey & Company – Business strength matrix
      Brandenburg and Nalebuff – Value Net
      www.deepakpareek.com
    • Analysing Cases
      www.deepakpareek.com
    • Case 1: LightBox Inc.
      I am the CEO of a light-bulb manufacturer. I have developed an ever-lasting light-bulb.
      How much should I sell it for?
      What will the increase in our share-price be?
      www.deepakpareek.com
    • Additional Information
      It cost £20 million to develop the product.
      It costs £5 to make the product
      Normal Lightbulbs
      Cost £0.5 to manufacture
      Are sold to distributers for £0.25
      Who sell to retailers for £0.50
      Who sell to the customer for £0.75
      What about the markets?
      Cannibalisation?
      Government?
      www.deepakpareek.com
    • Case 2: Three
      The Company
      Hutchison Whampoa
      Owned by Li KaShing ($20bn)
      Family interests of $630bn
      Owns ports, telecoms, property (Hong Kong)
      The Context
      3G Telecoms: video & music over the phone
      1999: UK first gov. to sell 3G licences
      2000 – 2005: Followed by most others
      www.deepakpareek.com
    • Case 2: Three
      The Decision
      Should Hutchison buy a 3G licence in the UK?
      How much should they pay for it?
      What strategic issues should they look out for?
      www.deepakpareek.com
    • Links
      http://www.vault.co.uk
      http://www.mca.org.uk
      http://www.mbajungle.com
      http://www.consultingcentral.com
      http://www.feaco.org
      http://www.mca.org.uk
      http://www.amcf.org
      www.deepakpareek.com
    • Contact Us
      www.deepakpareek.com
      deepak@deepakpareek.com
      www.deepakpareek.com
      +91 9898269489