Difference between revisions of "Future of Consulting 2020"

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Lidia Sholkova <br>
Lidia Sholkova <br>
   
   
== Background ==
= Background =
 
Problem owner: Joost Preyde (IT):<br>
 
Quote: "All progress depends on the unreasonable man. <br>


Joost Preyde (IT):<br>
quote: "All progress depends on the unreasonable man. <br>
Education:<br>
Education:<br>
1981-1985 Flight Engineering; 1985-1987 MBA<br>
1981-1985 Flight Engineering <br>
 
1985-1987 MBA <br>
 
Work:<br>  
 






   
   
Reading book now: Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It (so we can talk/ask him the most strange questions)
Reading book now: Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It
==Focal Issue==
How will Consulting industry evolve in next 10 years?


= Interview Questions =


[[Future of Consulting 2020 - Interview Questions & Answers]]


Also: check out David Maister: http://davidmaister.com/articles/24/ for deep perspective on the consulting world.
= Driving Forces =


history of consulting: http://www.careers-in-business.com/consulting/hist.htm
==Economic Driving Forces==
*[[Global Economic Growth]]  (IT) <br>
*[[Complex Business Environment]] (PD)  <br>
*[[The Role of the Internal Consultant]] (CR) <br>


==Systems Diagram==
==Societal Driving Forces==
*[[Innovation]] (KL) <br>
*[[Rising need to co-create]] (PD) <br>
*[[Rising Intellectual Power of Emerging Markets]] (LS) <br>


[[First Draft]]
==Technological Driving Forces==
*[[Development of ICT, web 2.0]] (IT) <br>
*[[Globalization of companies]] (KL) <br>
*[[Openness of Information]] (CR) <br>
*[[Automation of processes]] (LS) <br>


[[Final Diagram]]
= Research Questions =


== Interview Questions ==
[[Future of Consulting 2020 - Research Questions]]


[[Interview Question]]
=Scenarios=


== Driving Forces ==
==Systems Diagram==


1. [[Global Economic Growth]] (IT)
[[Future of Consulting 2020 First Draft]]


2. [[Development of ICT, web 2.0]] (IT)
[[Future of consulting 2020 - Final Diagram]]


3. [[Demographics - increasing aging population]] (LS)
== Short Scenarios Description ==
 
4. [[Globalization of companies]] (KL)
 
5. [[The growing trend and acceptance of outsourcing]] (CR) <br>
 
6. [[Importance of Sustainable Development]] (KL)
 
7. [[Increasing gap in Intellectual Capital base of clients]] (PD)  <br>
 
8. [[Lack of talent and capacity issues of many firms]] (CR) <br>
9. [[Move towards specialized client-consultant relationship]] (PD) <br>
 
10. [[Rising Intellectual Power of Emerging Markets]] (LS)
 
11. [[The Role of University Research]] (CR) <br>
 
12. [[Openness of Information]] (CR) <br>
 
13. [[The Role of the Internal Consultant]] (CR) <br>
 
14. [[Demographics - changing needs and demands of new generation at workplace]] (LS)
 
Younger population not only has increased mobility and flexibility but also has much more choice. This creates problems for companies to retain the  top talent. This paeticularly is imporant for consulting industry as it begins to move towards long-term relationships with clients, rather than a one off deal. <br>
 
== Research Questions ==
 
1) What role does collectivism play in a consulting firm? <br>
Collectivism is crucially important for the consulting company as it helps to innovate. Many new ideas were created due to collective brainstorming. Also, it is allowed to manage the company effectively.
 
2) What role does collectivism play in a consulting project? <br>
In a consulting project collectivism help to do the project more effectively as the work is splitted between consultants.
 
3) What is the scope of Inhouse/Internal consulting? <br>
Structurize business, develop stategy, check internal controls constantly, change implementation
 
4) Why there is a need for Inhouse/Internal consulting? <br>
It is cheaper and due to constant involvement it is considered to be effective in change management. Also consultants are much more familiar with the companies.<br>
 
5) What is a typical value stream in consulting industry? <br>
: '' A typical value stream comprises of following steps''
:* Knowledge building
:* Project setup
:* Strategy development/consulting
:* Implementation
 
6) What are the various consultancy models? <br>
:* Integrated consultancies - pyramid model (Big Four)
:* Strategy implementers - integrating IT with consulting (Accenture,IBM)
:* Knowledge builders - providing knowledge to consulting firms and businesses
:* Networkers - access to specialized network partners
 
7) What are the various pricing models employed by consulting firms? <br>
Consultants usually set charge per hour of their work or/and by project (also calculated on hourly basis estimated for the project). Sometimes firms set a fixed price per week/month. If consultants have to traqvel to clients site, travelling and living expenditures are usually counted in the price of the project. <br>
8) What does knowledge sharing imply in a non-hierarchical organization? <br>
9) What is the role of emotional intellingence in consulting? <br>
EQ has become extremely important in consulting, especially in the past years. Consultants have to be able to listen and win clients trust in order to form long-term relationships. Often consultants have to bring along change within the organization - that requires a good amount of emotional intelleligence. Also, since consultants often have to work with many people at clients site, it is vital that consultants possess EQ abilities.<br>
10) What role will young generation play in strategy formulation of a consulting company? <br>
Young people,especially MBAs come to consulting with bright up to date ideas and often 'out of the box' new thinking. Nevertheless, the younger population today are much more mobile, flexible and multilingual. Moreover, they  have a much larger choice. Such changes mean that companies need to find ways to retain top talent within the company and offer enough incentives and challenge for bright young people to stay with a company for long.<br>
11) What is the average duration client engagement for top consulting firms? <br>
Usually 3-4 months depending on the complexity of the project (McKinsey website)<br>
 
12) How consolidation of firms impact consulting industry? <br>
: ''Mergers and Acquisitions in an industry leads to growth of consulting services. But the trend is towards selecting a single consultancy for a longer contract.''
 
13) What role does boutique consulting firms play? <br>
Successful boutiques are usually industry-focused(although sometimes they may be methodology-focused, or specialize in a single business function like operations or marketing), and could offer you the perfect job if you know what specific type of strategy work you are
interested in. (Vault Career Guide to Consulting) <br>
14) Where does talent pool for consulting firms come from? <br>
it comes mainly from universities, but also from the client side as people get more experience and are able to consult others<br>
15) What are the new potential regions of growth for consulting business to strive? <br>
Big consulting companies are looking at India, China, Brazil, Africa and Russia. It seems Africa is a controversial region since some believe it will take a while before the demand for consulting service starts to grow. <br>
16) How rapidly/slowly are non-US or non-European consulting global firms growing? <br>
17) What is the percentage of referral client for a typical consulting firm? <br>
around 60% of referrals considered to be average <br>
http://articles.techrepublic.com.com/5100-10878_11-5027467.html <br>


18) What role does sales and marketing play for consulting firms? <br>
'''Tradition Remains'''<br>
http://www.managementconsultingnews.com/articles/collins_sell_firm_2.php <br>
''Current consulting model remains the same''<br>


19) What are the drivers for growth in government and healthcare consulting? <br>
-Fear and validation remain an underlying motivation for hiring consultants<br>
20) What role does Universities play for consulting firms? <br>
-Relationships and trust continue to drive the consultancy model<br>
Universities provide the majority of the human capital for consulting firms. Those that go into consulting from universities are attracted by their need for $, promotion, learning and growth. Another role for universities is that of idea generation. Many of the innovative ideas implemented in consulting firms either directly from university research or indirectly through employment of university human capital.
-Consultant-client relationship shifts to co-creation for innovation<br>
 
 
More Research <br>
1) AI - PD, LS <br>
2) e-Consulting - LS, CR <br>
3) [[external v/s internal consulting. growth of internal consulting]] - KL <br>
4) Future of collaboration of Univ and Consultants - CR <br>
5) [[Co-creation and new sources of ideas for consultant to analyze and for the client to solve the problem]] - PD, IT <br>
6) [[Methods of payment for consulting]] IT <br>
7) [[Specialization]] - KL <br>
 
== Useful Resources ==
 
Fiona Czerniawska and others on future of consulting:
 
http://www.managementconsultingnews.com/
 
 
== Short Scenarios Description ==


'''Inside Out Innovation'''<br>
'''Inside Out Innovation'''<br>
Innovation from within Organizations<br>
''Innovation from within organizations''<br>


- Creation of center of Excellence + Innovation center <br>
- Creation of center of excellence + innovation center <br>
- Growing cycle dimishes external consulting <br>
- Growing cycle dimishes external consulting <br>
- Attracting Top Talent to the organizations <br>
- Attracting top talent to the organizations <br>


'''Collective Good Consulting'''<br>
'''Collective Good Consulting'''<br>
Open Source & Free Consulting <br>
''Open source & free consulting'' <br>


- All information in public domain <br>
- All information in public domain <br>
- On-line collaboration based on Non-Fee <br>
- On-line collaboration based on non-fee <br>
- Reward through "virtual currency" - promotes free knowledge base <br>
- Reward through "virtual currency" - promotes free knowledge base <br>


'''A Leap Ahead'''<br>
'''A Leap Ahead'''<br>
Move towards E-consulting & Automation <br>
''Move towards e-consulting & automation'' <br>


- Commoditization of specific consulting services <br>
- Commoditization of specific consulting services <br>
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==  Future of Consulting Scenario Tree ==
==  Future of Consulting Scenario Tree ==
[[File:future of consulting model.jpg]]
[[Future of Consulting Scenario Tree]]


== Timelines ==
== Timelines ==
[[Tradition Remains Timeline]] <br>
[[Inside out Innovation Timeline]]<br>
[[Inside out Innovation Timeline]]<br>
[[Collective Good Consulting Timeline]] <br>
[[Collective Good Consulting Timeline]] <br>
[[A Leap Forward Timeline]] <br>
[[A Leap Forward Timeline]] <br>
[[Tradition Remains Timeline]] <br>


== Scenario Stories ==  
== Scenario Stories ==
 
[[Traditions Remains]]<br>


[[Inside Out Innovation]] <br>
[[Inside Out Innovation]] <br>
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[[A Leap Ahead]]<br>
[[A Leap Ahead]]<br>


[[Traditions Remains]]<br>
= Presentation feedback =
 
== Presentation feedback ==


Like that you ask the audience questions <br>
Like that you ask the audience questions <br>
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Joost was discussing some interesting strategic responses to the challenges that the scenarios raise <br>
Joost was discussing some interesting strategic responses to the challenges that the scenarios raise <br>


== Main Learning Points ==
= Main Learning Points =
- Investigating Fundamental Business Model of Consulting <br>
- Investigating Fundamental Business Model of Consulting <br>
- General Trends of No Value, i.e. tracing the root of the symptom <br>
- General Trends of No Value, i.e. tracing the root of the symptom <br>
- Move away from obvious Assumptions <br>
- Move away from obvious Assumptions <br>


= Useful Resources =
Fiona Czerniawska and others on future of consulting:
http://davidmaister.com/articles/24/ - David Maister - a deep perspective on the consulting world<br>
http://www.careers-in-business.com/consulting/hist.htm - History of consulting <br>
http://www.managementconsultingnews.com/- Features ideas and tools from leading thinkers, consultants, writers, and marketers<br>
http://www.scottberkun.com/blog/2008/thoughts-on-googles-20-time/ - A look at internal innovation programmes <br>
http://www.youtube.com/watch?v=soYKFWqVVzg - Interesting speech by Marissa Mayer about Google's innovation<br>
http://enrd.ec.europa.eu/app_templates/filedownload.cfm?id=B7288CC2-AAAF-2E2A-742A-040F3A77A56B Pros and cons of internal and external consultants<br>
http://www.time.com/time/business/article/0,8599,1917002,00.html Time article about the history of wikipedia<br>
http://www.zdnet.com/news/open-source-ibms-deadly-weapon/296366 Open source: IBM's deadly weapon<br>
http://www.internetnews.com/dev-news/article.php/3499276 IBM: Open Source is More Than Just Linux<br>
http://www.javaworld.com/community/node/3104 interesting article about starting a business with open source <br>


== Numbers that Matter Presentation ==
= Numbers that Matter Presentation =
[[Numbers that matter]]
[[Deforestation vs adult&drug tax]]

Latest revision as of 09:42, 9 September 2010

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