By Larry E. Greiner, Flemming Poulfelt
This publication offers a radical exam of various specialties in the huge diversity of administration consulting. A ebook of such scope and intensity may well merely be written by way of a good number of specialists, every one from one of many many specialties regarding administration consulting. jointly, all 27 members take the reader via an that's presently present process major swap. whereas masking all of the significant perform parts of consulting, the ebook additionally bargains new insights into switch techniques and addresses compelling administration concerns now dealing with consulting enterprises.
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Additional info for Management Consulting Today and Tomorrow: Perspectives and Advice from 27 Leading World Experts
Yet the need is readily apparent to each of us whenever we contemplate our own experiences as buyers of professional services. In working with professionals, I frequently ask them to tell me what they dislike about having to deal, as a client, with other professionals such as doctors, accountants, lawyers, interior designers, and, yes, management consultants. The list I am given of how people are treated as clients by these professionals is remarkably similar, regardless of the profession being discussed.
With limited experience in these markets and abundant horror stories of failed ventures, client companies are seeking assistance from consultants with oﬃces abroad. Not surprisingly, McKinsey’s oﬃce in India became its fastest growing, most proﬁtable oﬃce in the late 1990s. 18 • Part 1 Consulting Industry, Skills and Professionalism 4. Coping with discontinuous technology shifts. Many experts argue that science and technology are driving the economics of business and product development. Moving from central mainframes to clientservers and distributed computing, from intra-networks to EDI and then to Web-based collaboration, many companies have found that information technology is not just an implementation tool but a key driver of business strategy.
The question of what legal form is the most suitable ownership structure—private partnership or public ownership—has been on the agenda of ﬁrms for many years. Mostly, consulting ﬁrms, especially the general management ones, have long believed in the partnership model. Some earlier attempts to go public have been failures. For example, Booz Allen endured a disastrous period as a publicly owned company in the 1970s. PA Consulting Group went public in the late 1970s, but in the early 1990s, they were close to bankruptcy.