About Management Consulting

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

Why Hire Consultants?
Lack of Knowledge or Skills
Flexible Labor Pool
Fresh Perspective
Politics

Typical Week
FRI
THURS
WED
TUES
MON
3-4-5 Rule
Activities: Interviews, meetings, research, data analysis, building “decks”.
Excel & Powerpoint

Lifestyle: the Bad and the Ugly
Travel
Hours
Vs Banking
“on the beach”
Consulting: What is it again?
Implementation

Lifestyle: the Good
Challenging Work
Smart people
Career development
Training & Variety
Access to Management
Jumping to Industry

Research
Is Consulting for You?
Which Firms?
Sound like an Insider
Consulting Lingo
Trends and Current Topics

Getting a Job
Your Story
Why Consulting? Why Our Firm?
Be Genuine
Networking
Case Interviews

Networking
Corporate Presentations & MCA Events
Alumni: SWAP & CAP
Ask Smart Questions
Dress & Etiquette

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

Introduction to Management Consulting

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

The Course
What is Management Consulting?
Who are Management Consultants?
Clients
Analysing Cases
The Agenda

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

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

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

What is Management Consulting?

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)

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

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

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

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

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

Consulting Products
Products have a name, a methodology, an application and great PR
Consultants are charged with introducing ‘fashions’

Who are Management Consultants?

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

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

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

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

Clients

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’

Why Employ Consultants?
Expertise
Objectivity
Someone to blame
To save money
External knowledge (e.g. best practice, benchmarking)

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

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

Initial Contact
Proposal & Contract
Definition
Data Collection
Data Analysis
Review
Disengaging
Decision-making,
Planning
Intervention
The Consulting Life-cycle

Strategy: A Refresher

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?

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

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

Analysing Cases

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?

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?

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

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?

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

Contact Us
deepak@deepakpareek.com
+91 9898269489