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Editor's Note
Rankings
»
Best Firms to Work For 2009
This year’s Best Firms to Work For have truly distinguished themselves as the profession’s premier employers of choice. First, to receive this honor, they competed against the largest ever pool of participants (236 consultancies, up 13 percent from last year’s record high). Second, they are recognized for prioritizing their consultants’ job and their entire workforces despite challenging economic conditions.
»
The Best Places to Stay, 2009
Who came out on top, in our annual look at consultants’ favorite hotels, airline and car rental companies?
»
Seven Small Jewels 2009: The Hidden Gems of the Profession
Small firms are no longer flying under the radar. In these uncertain times, that much we can be sure of.
»
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Interviews
»
Deloitte's New Day
New CEO Punit Renjen is telling anyone who will listen—Deloitte is in ‘a category on one’ when it comes to solving clients’ most complex problems.
»
One on One with OMNI's Frank Bernhard
The merger and acquisition market is way down from its peak a few years ago, but there are still significant consulting opportunities for well-positioned firms. To better understand the upside to the down M&A market,
Consulting
’s One-on-One sat down with Frank Bernhard, OMNI Consulting Group’s managing principal for its telecommunications, media and technology practice. His 20 year-old M&A firm grew by 7.8 percent in 2009, far outpacing the sluggish market.
»
Out of Office: Roz Savage
After 11 years as an IT consultant, Roz Savage knew she wanted to take her life in a new direction. But little did she realize she’d be charting a new course in a kayak.
»
Ingenix CEO Says He’s Bullish On Healthcare Opportunities
In November, John Nackel was named CEO and executive vice president of Ingenix Consulting, a 1,000-person firm providing services focused on hospitals, health plans, physicians, employers, government agencies and pharmaceutical companies. Consulting sat down with him to discuss the healthcare marketplace.
»
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Upcoming Events
Webinar
- Electronic Health Records (EHR): Challenges & Opportunities - February 11, 2010
Andersen Alumni Networking Cocktail Reception
- Chicago - May 4, 2010
Consulting Summit
- Adapting to Market Realities - May 5, 2010
»
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Columns
Consultants on Consulting
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Enterprise Friction: A Mandate for Risk Management
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Unrated
In today’s battered economy, few are willing to put in place anything that might meddle with earnings potential. Even fewer are willing to spend money on something that may offer only a theoretical return on investment.
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Can Cost Cutting Uncover Value?
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For much of the past 15 months, every business has been scrambling to find new ways to cut costs in the face of a recession. And nearly every manager responsible for delivery those savings is frustrated, exhausted, and pushed to the brink trying to find new ways to change their cost structure and operating effectiveness.
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Hiring in Today’s Sluggish Market: Picking the M&Ms from the Trail Mix
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Unrated
It doesn’t matter whether you’re the general manager at a thriving company or a recent MBA graduate—you’re doing what you must to live through this down economy. In recent months, the U.S. unemployment rate topped 10 percent—the highest in over 25 years—and seems to spare not even the well-accomplished.
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Finding World Class Diversity Management Capability
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Effectively managed, diversity becomes a strategic force that both results from and contributes to organizational success in the global arena. Ignored or mismanaged, diversity can stymie the most ambitious of global aspirations.
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Corporate Social Networking for Consulting Firms
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How can we use LinkedIn for our firm? It’s a question you may have heard from the managing partner, or you may have even thought yourself. It is a smart question with a not-so-obvious answer.
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Solving Your Identity Crisis
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In tough economic times, many consulting firms revert to two tactics that appear essential, but actually dig them deeper in the hole both during and after the downturn. The first is selling work at which they cannot be truly great, and the second is pursuing clients that do not share their values.
Both tactics can help fill the short-term revenue void, but the consequences can be severe: unhappy clients who will not come back; a damaged reputation in the marketplace; and disaffected staff who will leave at the first opportunity. All of these chickens will come home to roost when the upturn comes, as it will.
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Innovation’s Triple Play: Curiosity, Networking & Fun
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Innovate or die! How many times have you cringed to hear that ominous business mantra? It seems to position the opportunity to modernize your operations as a dreaded ultimatum. We feel our clients and colleagues will be more inclined to leave the status quo behind if they recognize the cornerstones of innovation: curiosity, networking and fun.
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A Leveraged Approach to Securing Incremental Income
Rating:
Unrated
They filmed the 1993 movie
Groundhog Day
starring Bill Murray in Woodstock, Ill. The premise of the story was simple: Murray relives the same day over and over, doing the same things each time, forcing him (and us) to ask the question: “What would I do differently if I had the chance?”
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Improving Process Across Dynamic Business Portfolios
Rating:
Unrated
By definition, “process improvement” means to make things better. It’s not about fighting fires or managing crises as they come up. It is about setting aside the common practice of assigning blame for problems or failures and looking for better methods to react to dynamic market conditions.
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Bringing Cloud Computing Down to Earth
Rating:
Unrated
Executives around the globe are facing a conundrum. In the midst of widespread economic turmoil, there is a clear, collective mandate to cut the cost of doing business using technology.
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