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»Riding the Waves of Healthcare Risk
The modern healthcare system is much like the ocean—stormy, choppy, and hostile at times, soothing, calm and inviting at others. For surfers, the more waves you go for, the more you will catch, and the more likely you’ll “wipe-out.”
»The Department of Defense Wants a New Mantra
“Do more with less.” It’s become a tired refrain that U.S. Department of Defense leadership is all too familiar with hearing from all directions, whether it is their direct superiors, Congress, or the Executive.
»Things Go Wrong
Things go wrong. Anyone who plays poker knows this. One moment you’re on the verge of a royal flush, and the next, you pull a six of diamonds, and you’re called. Things do indeed go wrong.
»The Next Big Thing
Consultants are always looking for the next big thing, the innovation that will see clients storming through their gates, bypassing pesky procurement departments, and writing blank checks for the magic mousetrap that whitens and brightens and cleans windows, too.
»JP Morgan and The Whale: A Parable
After a tumultuous period of banking hyper-regulation after 2008, no one would have suspected in 2012 that JP Morgan, the world’s largest bank, had ineffective controls in place that left the company flat-footed when its “rogue” trader had taken untenable, long-term positions on Credit Default Swaps.
»Optimizing Manufacturing Strategy
Bloomberg News recently reported that GE intends to use 3D printers to produce 85,000 fuel nozzles for its newest jet engine, a significant leap for a technology that until now has largely been confined to prototyping tasks.
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»Marriott Goes Big in NYC
Marriott International, Inc. and G Holdings opened what they’re calling an “iconic addition” to the New York skyline, a combined 378-room Courtyard hotel and 261-suite Residence Inn hotel in midtown Manhattan. The $320 million, 68-story property is the tallest single-use hotel in North America.
»Best Places to Stay: Travel Bounces Back
Consultants are on the road again, at least according to the results of our annual Best Places to Stay survey.
»FAA: ‘Staffing Challenges’ Causing Delays
In case you haven’t noticed, non-weather related delays at U.S. airports are on the rise. (And I know you’ve noticed that weather-related delays are definitely on the rise.)
»Hilton’s Building Boom
Coming off a whirlwind 2012, Hilton Worldwide is the fastest growing global hospitality company by number of rooms.
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»Excerpt: Procurement as Productivity
The following is an excerpt from the book Procurement 20/20: Supply Entrepreneurship in a Changing World by a quartet of McKinsey & Company consultants—Peter Spiller, Nicolas Reinecke, Drew Ungerman and Henrique Teixera.
»Review: The Risk-Driven Business Model
Most companies focus their innovation on new products.
»Review: Lead Positive
Today’s business leaders face intense pressure to deliver results in an uncertain, chaotic, and high-stress business environment.
»Review: Step Up
No matter what your title or place in the organization chart, you have the potential to be a leader.
»The Three Rules
Earlier this year, Deloitte Consulting’s Mumtaz Ahmed and Michael Raynor published The Three Rules: How Exceptional Companies Think. The authors set out to answer what was, in their mind, the ultimate business question—how do some companies achieve exceptional performance over the long haul?
»Thinking in New Boxes
Creativity is key if you are to thrive in a time of accelerating change, according to The Boston Consulting Group’s Luc De Brabandere and Alan Iny.
»New from Consulting
Key Drivers of Staff Attrition and Retention
Staff retention is the biggest threat facing your firm’s ability to thrive in the current consulting recovery. And knowing what drives each of your professionals and what you can do to make their work satisfying informs your allocation of scarce retention resources.
Consulting magazine’s Key Drivers of Staff Attrition and Retention report will refocus your internal planning by providing key insights into what drives consultant job satisfaction at each of five staff levels and identifying what causes each to stay or leave their current firm.
The report’s approximately 40 charts detail voluntary consultant attrition based on 18 different components of job satisfaction, including:
- Compensation — base salary and bonus satisfaction
- Career Development — satisfaction with the commitment to training and the actual number of training hours
- Client Engagement — does the firm make a positive client impact and meet clients’ needs
- Firm Culture and Morale — ratings of and the satisfaction consultants have with their mentor
- Leadership Confidence — are their leaders competent and effective
- Work/Life Balance — satisfaction with the firm work/life arrangements and the amount of travel
Methodology and data details: Each Key Drivers of Staff Attrition and Retention report focuses on consultants at small to mid-sized firms (those with less than $100 million in annual revenue) in one of five service lines: IT, strategy, operations management, HR and financial/business advisory services. Data is derived from a proprietary study of over 2,000 consultants, with findings validated and confirmed through supplemental interviews with consulting firm leadership.
Detailed custom analysis is available on the data used in Key Drivers of Staff Attrition and Retention. Giving you a very fine level of detail, this service allows for direct benchmarking of your firm's retention and engagement strategies against peer consultancies.