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1、“Strategicmanagementconsulting–theA.T.Kearneyperspective”Warsaw,May28,2001WyższaSzkołaPrzedsiębiorczościiZarządzaniaim.LeonaKoźmińskiegowWarszawiePresentationanEDScompanyAgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsultant’sroleinA.T.KearneyThefut

2、ureofmanagementconsultingOverviewofmanagementconsultingToday,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?OverviewofmanagementconsultingOnedefinition....Managementconsu

3、lting=assistingmanagementinfacilitatingchangetogainandsustaincompetitiveadvantageOverviewofmanagementconsultingCompaniesengagemanagementconsultantsforseveralreasons—somegood,somenotsogoodSomereasonswhycompanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally-GoodreasonTheco

4、mpanyhasneverconfrontedthissituationbefore-GoodreasonManagementneedsfreshideasandanewperspective-GoodreasonManagementwantstheconsultanttoconfirmitsideas-Not-so-goodreasonEveryoneinthecompanyistoobusy-Not-so-goodreasonManagementneedsa“tiebreaker”-Not-so-goodreasonOverviewofmanagementconsult

5、ingWhydoesmanagementconsultingseemtobegrowinginimportance?ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityintheorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobal

6、marketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasisOverviewofmanagementconsultingWhydoestherecontinuetobeademandformanagementconsulting?MostcompaniesdonotknowhowtoAnalyze„themselves”inanobjectivewaywhenbusinesssituationschangesi

7、gnificantlyOperateinatemporary,projectmodeUnfortunately,mostbusinessschoolsdonotPreparemanagersfor“exceptions”inbusinesssituationsTeachrealprojectmanagementOverviewofmanagementconsultingInformationtechnologyOperationsStrategySystemstrategycreationInformationsy