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时间:2020-03-14
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1、“Strategicmanagementconsulting–theA.T.Kearneyperspective”Warsaw,May28,2001WyższaSzkołaPrzedsiębiorczościiZarządzaniaim.LeonaKoźmińskiegowWarszawiePresentationanEDScompanyAgendaOverviewofmanagementconsultingA.T.KearneyasastrategicmanagementconsultingfirmConsul
2、tant’sroleinA.T.KearneyThefutureofmanagementconsultingOverviewofmanagementconsultingToday,oneisconfrontedwithavarietyofconsultants....Tax“consultants”Hair“consultants”Image“consultants”Color“consultants”Catering“consultants”Whatthen,is“managementconsulting?Over
3、viewofmanagementconsultingOnedefinition....Managementconsulting=assistingmanagementinfacilitatingchangetogainandsustaincompetitiveadvantageOverviewofmanagementconsultingCompaniesengagemanagementconsultantsforseveralreasons—somegood,somenotsogoodSomereasonswhyco
4、mpanieshireconsultantsThecompanydoesnothavethenecessaryskillsinternally-GoodreasonThecompanyhasneverconfrontedthissituationbefore-GoodreasonManagementneedsfreshideasandanewperspective-GoodreasonManagementwantstheconsultanttoconfirmitsideas-Not-so-goodreasonEver
5、yoneinthecompanyistoobusy-Not-so-goodreasonManagementneedsa“tiebreaker”-Not-so-goodreasonOverviewofmanagementconsultingWhydoesmanagementconsultingseemtobegrowinginimportance?ThenatureofbusinessischangingsorapidlythatcompaniesCannotprovideforeveryeventualityinth
6、eorganizationalstructureFinditdifficulttomaintainpermanentstafffunctionsCompaniesneed“tailored”solutionstoremaincompetitiveinanincreasinglyglobalmarketplaceThehighcostofwhatmanagementconsultingprovidescanonlybejustifiedbycompaniesonanoutsourced,asneededbasisOve
7、rviewofmanagementconsultingWhydoestherecontinuetobeademandformanagementconsulting?MostcompaniesdonotknowhowtoAnalyze„themselves”inanobjectivewaywhenbusinesssituationschangesignificantlyOperateinatemporary,projectmodeUnfortunately,mostbusinessschoolsdonotPrepare
8、managersfor“exceptions”inbusinesssituationsTeachrealprojectmanagementOverviewofmanagementconsultingInformationtechnologyOperationsStrategySystemstrategycreationInformationsy
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