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an EDS company. Wyższa Szkoła Przedsiębiorczości i Zarządzania im. Leona Koźmińskiego w Warszawie. Presentation. “Strategic management consulting – the A.T. Kearney perspective”. Warsaw, May 28, 2001. Agenda. Overview of management consulting

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wy sza szko a przedsi biorczo ci i zarz dzania im leona ko mi skiego w warszawie

an EDS company

Wyższa Szkoła Przedsiębiorczości i Zarządzania im. Leona Koźmińskiegow Warszawie

Presentation

“Strategic management consulting – the A.T. Kearney perspective”

Warsaw, May 28, 2001

agenda
Agenda
  • Overview of management consulting
  • A.T. Kearney as a strategic management consulting firm
  • Consultant’s role in A.T. Kearney
  • The future of management consulting
today one is confronted with a variety of consultants

Overview of management consulting

Today, one is confronted with a variety of consultants . . . .
  • Tax “consultants”
  • Hair “consultants”
  • Image “consultants”
  • Color “consultants”
  • Catering “consultants”

What then, is “management consulting?

one definition

Overview of management consulting

One definition . . . .

Management consulting = assisting management in facilitating change to gain and sustain competitive advantage

companies engage management consultants for several reasons some good some not so good

Overview of management consulting

Companies engage management consultants for several reasons — some good, some not so good

Some reasons why companies hire consultants

  • The company does not have the necessary skills internally - Good reason
  • The company has never confronted this situation before - Good reason
  • Management needs fresh ideas and a new perspective - Good reason
  • Management wants the consultant to confirm its ideas - Not-so-good reason
  • Everyone in the company is too busy - Not-so-good reason
  • Management needs a “tie breaker” - Not-so-good reason
why does management consulting seem to be growing in importance

Overview of management consulting

Why does management consulting seem to be growing in importance?
  • The nature of business is changing so rapidly that companies
    • Cannot provide for every eventuality in the organizational structure
    • Find it difficult to maintain permanent staff functions
  • Companies need “tailored” solutions to remain competitive in an increasingly global marketplace
  • The high cost of what management consulting provides can only be justified by companies on an outsourced, as needed basis
why does there continue to be a demand for management consulting

Overview of management consulting

Why does there continue to be a demand for management consulting?
  • Most companies do not know how to
    • Analyze „themselves” in an objective way when business situations change significantly
    • Operate in a temporary, project mode
  • Unfortunately, most business schools do not
    • Prepare managers for “exceptions” in business situations
    • Teach real project management
slide9

A.T. Kearney (EDS)

Overview of management consulting

The major global management consulting firms concentrate in three areas of consulting; A.T. Kearney, together with EDS, cover the whole spectrum

Operations

Information technology

Strategy

  • Process optimalization
  • Change management
  • Business process reengineering
  • Strategic sourcing
  • Supply chain management
  • Service level improvement
  • Benchmarking
  • Organization restructuring
  • Corporate strategy
  • Strategic business units
  • e-business strategy
  • Production strategy
  • Distribution strategy
  • Market entry strategy
  • Restructuring
  • System strategy creation
  • Information systems market analysis
  • Selecting appropriate IT solutions
  • Inplementation of selected IT solutions

Accenture

McKinsey

CSC Index

Monitor, BCG, Bain

IBM Consulting

Booz Allen

“Big Five” firms

slide10

Overview of management consulting

The world consulting market is estimated at $ 117 billion and is characterized by a double-digit annual growth.

Consulting Industry Market Size and Growth Rates

Per Annum

Growth Rate

(%)

Market Size

($ B)

IT projects to represent over 50 percent of the market

Source: The Global Consulting Marketplace: Key Data, Forecasts & Trends 2000 Edition, Kennedy Information Research Group. Chart pertains to the market for consulting firms independent of hardware/software organizations

slide11

1997

1999

1998

1996

1995

1994

2000

1992

1991

1990

1989

1993

Overview of management consulting

The consulting services in Poland emerged after the transformation in 1989 with privatization; other segments of the market developed later

Development of the consulting market in Poland

Privatization consulting

Audit and legal services

IT consulting

High value added consulting

Start of the economic transformation

the development stages in poland were significantly different than in western europe

Overview of management consulting

The development stages in Poland were significantly different than in Western Europe

1990 - 1993

1994 - 1997

1998 - 2000

External

trends

  • Start of economic transformation
  • Privatization of state own enterprises
  • Fast growth of the economy
  • Development of the free market institutions (e.g. stock exchange)
  • Acquisitions by foreign investors
  • Consolidation of the economy
  • Increased competitive preasure
  • Acquisitions and post merger integrations
  • Big ticket privatizations

Consultants’

value

proposition

  • Privatization
  • Financial valuation
  • Privatization/Due Dilligence
  • IT consulting
  • Restructuring
  • Efficiency improvement
  • Reorganization/Reengineering
  • Strategy
  • IT consulting

Major client

group

  • State administration
  • Largest Polish state-owned enterprises
  • Foreign investors
  • Foreign investors
  • Largest Polish, privately owned corporations

Key players

  • Small Polish companies
  • Smaller foreign companies specialized in financial / privatization consulting
  • Big five
  • Specialized Polish companies
  • Big five
  • A.T. Kearney
  • McKinsey
  • BCG, ...

Key factors for success

  • Relationships
  • Prices
  • Local knowledge
  • Quality standards
  • Value added
  • Global network
  • Relationship

Source : A.T. Kearney

the consulting market in poland is still significantly different than in other countries

Overview of management consulting

The consulting market in Poland is still significantly different than in other countries

Drivers

Differences

  • Low sophistication of the market. Many potential clients do not recognize the need for consulting services
  • Brand names of global players not known
  • Consulting fees relatively higher in relation to personal costs
  • Two groups of clients:
    • International companies entering Poland
    • Largest Polish companies of which many are state owned
  • Local shortage of consulting and industry knowledge and experience
  • Market dominated by financial and tax advisory
  • Local consultancies enjoy important market position in Poland
  • Different product offerings and selling strategies

for domestic and for international clients

  • Need to transfer knowledge and experience from developed markets
consulting market in poland is still dominated by financial and tax advisory services

Overview of management consulting

Consulting market in Poland is still dominated by financial and tax advisory services

Percentage of companies using different consulting services

Financial and tax advisory

Quality management

Business strategy

Human resources

Public relations

Other

Do not use consulting services

Source : BOSS-Gospodarka

in parallel to world wide brands local consultancies enjoy important market position in poland

Overview of management consulting

In parallel to world-wide brands, local consultancies enjoy important market position in Poland

Polish subsidiaries of global consultancies

Local companies

  • Dominant strategies:
    • Focus on long-term relationship with client
    • Focus on several key products / industries
  • Key success factors
    • Global network
    • Combination of industry and local knowledge
    • Tangible results
  • Targeted client segment
    • International companies
    • Largest Polish corporations from strategic industries
  • Products
    • Value added projects
  • Dominant strategies
    • Niche players
    • Specialization in one product / industry
  • Key success factors
    • Price
    • Personal relationships
  • Targeted client segment
    • Small and medium enterprises
    • State and local governments
  • Products
    • Off-the-shelf reports
    • Company valuations
    • Issuing prospectuses
    • Feasibility studies
clients can be split into two groups having different expectations regarding consulting services

Overview of management consulting

Clients can be split into two groups having different expectations regarding consulting services

Local clients

International clients

  • Products
    • Market entry strategies
    • Distribution strategies
    • Post merger integration of acquired local companies
    • Efficiency improvement in acquired companies
  • Projects sold mostly outside Poland (at the HQ level)
  • Co-operation characteristics
    • Used to work with consultants
    • Used to consulting fees
    • Expect involvement of own staff
    • Value added driven
  • Products
    • Strategy development
    • Marketing strategies
    • Restructuring
    • Cost reduction
    • IT systems
  • Projects sold in Poland
  • Co-operation characteristics
    • Used to work with consultants
    • Used to consulting fees
    • Expect consultants to do “everything”
    • Price driven
slide17

Overview of management consulting

Global high-value-added consulting companies will have an advantage over local consulting companies because global companies - Can leverage worldwide intellectual capital and experience-Still have necessary local capabilities

Global capabilities and support

Training and global project experience for local consultants

On-line access to intellectual capital, data bases, benchmarks

slide19
Founded in 1926

International scope

65 offices in 34 countries

Over 3000 consultants

Since 1996, A.T. Kearney is the second largest strategic management consulting firm in the world

Over 3000 projects engagements per year

1,4 bln USD turnover in 2001

Since 1995, A.T. Kearney is part of EDS, the international leader in technology information

80% of work for repeat clients

Average consultant work experience: 17 years

San Francisco

Los Angeles

Phoenix

Dallas

Mexico

Atlanta

A.T. Kearney as a strategic management consulting firm

A.T. Kearney is one of the leading high-value-added strategic management consulting firms in the world

Paris

Brussels

Amsterdam

London

Warsaw

Madrid

Düsseldorf

Toronto

Oslo

Cleveland

Milan

Washington

Copenhagen

Hong Kong

New York

Stuttgart

Singapore

Boston

Stockholm

Tokyo

Munich

Beijing

Berlin

Prague

Chicago

Sao Paulo

Melbourne

Sydney

slide20

Post merger integration

Business and marketing strategy

Strategy sourcing

Transforming the enterprise

Restructuring

Physical distribution & logistics

Technology management

Operations redesign – Process & structure

Change management

Multi-functional bemchmarking

A.T. Kearney as a strategic management consulting firm

A.T. Kearney is one of the few high-value-added management consulting firms which possesses the full range of consulting services

Core competencies

Complete set

of consulting skills

a t kearney is committed to delivering tangible and measurable bottom line results for our clients

Federal Express

>$500 Million

Sears

>$750 Million

Rolls-Royce

$750 million

Marks & Spencer

$250 million

General Motors

>$3.5 Billion

A.T. Kearney as a strategic management consulting firm

A.T. Kearney is committed to delivering tangible and measurable “bottom-line” results for our clients

Sample of Recent Clients

Representative Annual Results Achieved

  • “A.T. Kearney has helped enormously to address our key issues… We have planned and implemented cost reduction programs that will return over half a billion dollars”
    • Fred Smith, CEO, Federal Express
  • Ameritech
  • Anglian
  • BT
  • Carrefour
  • Casino
  • Euro Disney
  • Galeries Lafayette
  • General Motors
  • House of Fraser
  • Johnson & Johnson
  • Keebler
  • Kellogg
  • Metro
  • Monoprix
  • Nabisco
  • Nomura
  • PepsiCo
  • Promodes
  • Prudential
  • Quelle
  • Sears
  • Shell
  • Sprint
  • Unilever
  • Wal-mart
  • “…in sharpest contrast… A.T. Kearney consultants helped engineer one of the most stunning corporate turnarounds in recent memory”
    • (Excerpt about Sears success working with A.T. Kearney, review of Dangerous Company in Fortune, August 18, 1997)
  • “We wanted consultants who wouldn’t just give us advice and walk away”
    • John Rose, CEO, Rolls-Royce
  • “The Kearney work has made us radically re-think our approach to the business. We wouldn’t have done that otherwise”
    • Marks & Spencer Supplier
  • “A.T. Kearney is really the father of our global purchasing system.” “They are our achievement consultants”
    • Jack Smith, CEO, GM
a t kearney is a leader in the field of integrated supply chain management

Selected Examples

A.T. Kearney as a strategic management consulting firm

A.T. Kearney is a leader in the field of Integrated Supply Chain Management

Seminars, Research and Leadership

  • Delivered keynote address at the 1999 NRF annual conference on and leadership practices in driving success through consumer-focused supply chains
  • Co-sponsored Asia LOGICON conference for senior logistics professionals (1999)
    • Addressed supply chain strategies and overcoming logistics obstacles for the Asia-Pacific region
    • Presented research findings on issues, bottlenecks and IT-related concerns of the Asian supply chain
  • Featured presenter for the Council of Logistics Management: “Why Effective Partnerships Require a Clear Supply Chain Strategy”
  • Delivered keynote address at 1999 Strategic Electronic Commerce Conference, an EDS-sponsored conference
  • Featured speaker at AsiaPorts 1998 conference - “How Shifting Global Sourcing Patterns Are Impacting Port Operations”
  • Hosted CEO Forum on “Challenges in the Digital Future in the 21st Century”, with topics including digital supply chain opportunities and digital demand management
  • Sponsoring future supply chain industry seminars:
    • "Global Excellence in Operations" with Fortune (2000)
    • "2000 Supply Chain Management Conference” (2000)
  • A.T.Kearney/European Logistics Association: "Insight to Impact. Results of the Fourth Quinquennial European Logistics Study 1999“
  • White papers and research studies
  • A.T. Kearney has been cited in several articles on supply chain management
  • Leadership
    • Past President of Council of Logistics Management
    • Past President of Canadian Association of Logistics Management
slide24

Selected Examples

A.T. Kearney as a strategic management consulting firm

A.T. Kearney facilitates new thinking on the future of the Retail/Consumer Products industry through several forums

Thought Leadership

  • Lead the EDS/GMA Future Forces Roundtable, held annually
    • Bring together the CEO’s and Presidents of the leading grocery manufacturers and retailers
    • Facilitate discussions on future of technology and science
    • Help to bring together new ‘breakthrough’ thinking e.g. UCCNet was formed based on the actions set out in the 1998 Future Forces meeting.
  • A.T. Kearney is active with the World Economic Forum on several levels
    • A.T. Kearney leads the Food and Beverage Governor's Meetings in Davos Switzerland as part of the World Economic Forums annual meeting
    • Publishes annual white papers on advanced topics of interest to food and beverage executives as part of the World Economic Forum proceedings
  • A.T. Kearney participates with Grocery Manufacturers of America on several fronts
    • Facilitate Top-to-Top meetings at the annual Greenbrier CEO Conference (1999, 2001)
    • Master of Ceremonies at the annual Information Systems, Logistics and Distribution conference (1997, 2001)
    • Facilitate key issues forums with executive members (Presidents meeting (2000), Board of Directors (1999,2000)

World Economic Forum

slide25

A.T. Kearney as a strategic management consulting firm

In addition to a market leading reputation in supply chain, A.T. Kearney has also delivered significant IT enabled transformation initiatives

  • Assessed Delphi Automotive in implementing a “value capture” program for all modules of SAP/R3, for 50 sites throughout Europe, identifying over $28MM in incremental savings
  • Aligned business and IT strategies with core processes, and leveraged existing ERP investments to derive additional business value; Leveraged IT assets by establishing IT shared services capabilities
  • Developed a comprehensive E-Business “landscape” and competitive strategy, then assessed and realigned ERP priorities to support global purchase order management and supply-chain strategies
  • Assisted HP in conducting an SAP post-implementation audit, recapturing over $19MM in net savings
  • Identified over $250MM in unrealized business benefits in operations optimization, fleet productivity, staff reduction and sourcing as a result of their SAP implementation
  • Pre-merger assessment including the ERP integration of two global multi-billion dollar organizations and creation of financial and HR shared services organizations; identified $52MM in IT run-rate reductions
  • Restructured and consolidated IT organization to improve efficiency and effectiveness
  • Assisted with functional and operational requirements analysis, ERP program management, global ERP consolidation, and ERP global template design and integration
  • Assisted with global restructuring and consolidation of IT organizations and systems, to improve operational efficiency and effectiveness
  • Reinvented IT organization, processes, and infrastructure as part of post-merger integration with Bank of America
  • Aligned and streamlined business and IT processes and systems; developed an IT architecture “blueprint” for all enterprise applications
  • Restructured business and IT processes for better alignment, and assisted in outsourcing certain IT functions to modernize the IT infrastructure; developed the IT blueprint to leverage ERP systems
slide26

A.T. Kearney as a strategic management consulting firm

A.T. Kearney is the recognized European leader in several industries

Major clients per practice

Aerospace

Comm/hi-tech

Financial inst.

  • Rolls Royce plc.
  • France Telecom
  • Siemens
  • Deutsche Telekom
  • Lucent
  • Philips
  • Deutsche Bank
  • BNL
  • Barclays
  • Societe Generale
  • AXA

Transportation

Consumer/retail

Automotive

  • SAir Group
  • Air France
  • Lufthansa
  • KLM
  • Deutsche Bahn
  • Carrefour
  • Marks &Spencer
  • Galerie Lafayette
  • Unilever
  • Auchan
  • FIAT Group
  • VW
  • GM Europe
  • Daimler Chrysler
  • Renault

Pharma/health

Utilities

Chemicals/O&G

  • Gambro
  • Quintiles
  • Merck
  • Henkel
  • VEBA/VIAG
  • Drewag
  • Mainova
  • ENEL
  • ENBW/Neckar
  • Rohm&Haas
  • Arjo Wiggins
  • BASF
  • Pechiney
  • BP/Amoco
a t kearney has wide experience in many industry sectors in poland

A.T. Kearney as a strategic management consulting firm

A.T. Kearney has wide experience in many industry sectors in Poland
  • Automotive
  • Energy
  • Chemical
  • Banking
  • Insurance
  • Telecommunications
  • Logistics and distribution
  • Publishing
  • Steel
  • Fast-moving consumer goods
  • Retirement funds
  • Food
  • Mining
  • Shipbuilding
  • Capital markets
  • Media
  • Real estate
  • Government institutions
examples of projects realized by a t kearney in poland

Selection

A.T. Kearney as a strategic management consulting firm

Examples of projects realized by A.T. Kearney in Poland

Industry

Client

Project

  • Business planning for regional markets
  • Project management

Alternative fixed line telephony provider

Telecom

  • Operations improvement
  • Business market diagnostics
  • Loyalty program

Mobile telephony provider

Telecom

  • Strategy
  • MIS
  • Organisational structure

Number one Polish publisher

Publishing

  • Governmental assistance programme development

Transportation

Leading shipping company

Financial Institutions

Major Scandinavian bank

  • Market entry strategy

Leading automotive components manufacturer

  • SAP implementation

Automotive

becoming a good management consultant requires time experience and certain key skills

Consultant’s role in A.T. Kearney

Becoming a good management consultant requires time, experience and certain key skills

Business education

Creative thinking

Business experience

Management Consulting Capability

Analytical skills

Management background

Technical background

Written and oral skills

Consulting experience

six key rules must be followed by every good management consultant

Consultant’s role in A.T. Kearney

Six key rules* must be followed by every good management consultant
  • Know what you’re doing!
  • Don’t act beyond your capabilities
  • Continually add value commensurate with your skill and client expectations
  • Keep to the agreed-upon project scope
  • Hold client information strictly confidential
  • Be ethical at all times

*Source: Andrew Thomas Kearney, founder of A.T. Kearney

slide32

Consultant’s role in A.T. Kearney

In addition to “time”, experience and basic skills, the good consultant requires three disciplined core consulting capabilities
  • Proposal writing = selling the assignment
  • Project management = conducting the assignment
  • Report writing = the product
a t kearney adheres to four key points to hire and retain the best consulting talent

Consultant’s role in A.T. Kearney

A.T. Kearney adheres to four key points to hire and retain the best consulting talent
  • “Constantly grow, learn and develop”
  • Interesting mix of work
  • Good project experiences
  • Constructive feedback
  • Understanding the measurement
  • process
  • Opportunities to develop
  • Upward feedback initiatives
  • “Feel that I belong and am part of something good”
  • Reliable network of people
  • Appreciation of unique talents
  • Communicate ATK’s direction and strategy to all employees
        • Explaining how to get problemsresolved
          • Respect employees by providing timely and intelligent information

Pride

Growth

  • “Work hard; be rewarded well”
  • Provide appropriate compensationsacknowledges the demands of thebusiness
  • Being recognized for outstanding performance
  • Provide input into compensation initiatives
  • Salary increases for mid-year promotions
  • Service incentive programs
  • Principal LTI options
  • “Be able to balance work and life”
    • Provide a more balanced quality of life
    • Tailor work requirements to individual needs
    • Services to help balance workand personal life
  • - 434U - Vacation buy-back program
  • - Part-time program
  • - Concierge services

Wealth

Teaming

Source: GPTW

north america and western europe are projected to be the leading growth markets

The future of management consulting

North America and Western Europe are projected to be the leading growth markets

1998

2003

CAGR

The Global Consulting Market by Major Region

Market Size

($ B)

CAGR

(%)

North America

Western Europe

Asia-Pacific

Latin America

Rest of World

Region

Source: The Global Consulting Marketplace: Key Data, Forecasts & Trends 2000 Edition, Kennedy Information Research Group. Chart pertains to the market for consulting firms independent of hardware/software organizations

traditional industries will continue to grow

2003 Industry Consulting Market Size

Early E-Business Adopters

The future of management consulting

Traditional industries will continue to grow . . . .

Global Consulting Market Size and Growth Rates by Vertical Industry

($ Billions)

20

Utilities

$7.3

High Technology

$8.0

Communications

$19.8

Wholesale/

Retail

$11.9

15

Financial

Services

$33.8

Energy/Oil and Gas

$9.9

Med./Ent./Pub.

$2.9

Business Services

$3.6

1998 – 2003 CAGR

Manufacturing

$33.2

10

Healthcare

$7.9

Government

$15.3

Transportation

$2.5

Miscellaneous

$2.4

5

$15

$20

$5

$10

1998 Industry Size

but e business will be the main driver of future growth

The future of management consulting

. . . . but, e-Business will be the main driver of future growth

Breakdown of Global Consulting Market Segments (U.S.$ Billions)

Total Global Consulting Market (U.S.$ Billions)

Share of Consulting Market:

Type of Service

All Clients

Brick and Mortar

Dot.com

Pure E-Business

  • Start-up e-business
  • Web strategy, design and implementation
  • E-strategy, marketing, operations

$16.0

$11.0

$5.0

$1.5

$0.5

$1.0

10%

1998

2003

1998

2003

1998

2003

E-Business Related

  • Traditional consulting services with e-focus

$75.0

$56.0

47%

$24.0

$19.0

$19.5

$4.5

1998

2003

1998

2003

1998

2003

Traditional Consulting

  • Strategy
  • Operations
  • IT
  • Change management

$68.0

$63.0

$63.0

$48.0

43%

$20.0

$0

1998

2003

1998

2003

1998

2003

Sources: E-commerce Consulting Kennedy; A.T. Kearney analysis

the b2b market appears most attractive

B2C (Business to Consumer)

B2B (Business to Business)

The future of management consulting

The B2B market appears most attractive

B2B Is Eclipsing B2C: Expected Growth in E-Business

Expected Growth in E-Business B2B Services 1999 – 2002 Annual Growth Rate (%)

Revenue

($ Billions)

Internet Software and Services

Internet Strategy/ Advice

Internet Outsourcing(1)

Digital Value Chain (2)

  • Higher barriers to entry than B2C
  • More sustainable business models

Notes: (1) Internet outsourcing includes Internet project management and web-hosting services

(2) Digital value chain includes supply chain, ERP, integration, CRM, business intelligence and ASP services

Sources: Forrester Research, IDC, A.T. Kearney analysis

slide40

Client-Market Positioning Matrix

New Client Base

Pure E-Business

Venture Capitalist /Incubators

Services

E-Business Related

Management Consultants

Traditional

Traditional Client Base

Brick & Mortar

(incl. Dot Corp’s)

Dot.com’s

Clients

The future of management consulting

Therefore, the new Economy requires a new positioning and new innovative client-service relationships

„New Economy Consultants“

end to end e services will have a competitive advantage over functional specialists

The future of management consulting

End-to-end e-services will have a competitive advantage over functional specialists

Paradigm shift in IT -services provision

Traditional IT-services

delivery chain

e-businessdelivery chain

Plan

Vision

Build

Implement

slide42

The future of management consulting

So, A.T.Kearney and e-solutions are implementing the e-business solutions for start-ups and established clients to provide truly end-to-end capabilities

End-to-End Solution Process

Stategy

Marketing

Operations

Implemen-tation

Web-Design

E-Business Solution

A.T. Kearney

EDS e.solutions/Kearney Interactive

  • e-Space (incubator)
  • E-Business Practice
  • A.T. Kearney together with e.solutions is enabling the enterprise to offer end-to-end e-business solutions - from strategy to implementation
  • EDS e.solutions/Kearney Interactive need to have a broad range of design and implementation services - including branding/marketing, web design and e-solution implementation
a t kearney offers comprehensive support to start ups and new ventures

A.T. Kearney Start-up Network

Shares

$

The future of management consulting

A.T.Kearney offers comprehensive support to start-ups and new ventures.

A.T. Kearney New Ventures

Support through all business phases

  • Comprehensive
  • strategic and operational support

BusinessPlan

Launch

Growth

IPO/ Sale

A.T. Kearney Start-up Service Practice

  • Dedicated team

+

Others

  • Long-term commitment and flexible compensation

Source: A.T. Kearney Start-up

slide44

an EDS company

Questions

& Answers