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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.
»Top 25 Consultants, 2009: Rich Lesser
The Boston Consulting Group
Excellence in Healthcare
The Boston Consulting Group senior partner Rich Lesser could be described as a classic consultant—if the description sufficiently emphasizes change and roll-up-your-sleeves client collaboration. While Lesser values traditional hard-nosed consultant analysis and guidance, he believes a consulting mindset that does not include a strong emphasis on “thinking about change from day one” is ultimately insufficient.
“The old paradigm of the consulting industry is that you spend weeks conducting an analysis, come up with recommendations and only then do you think about how they’re going to get implemented,” says Lesser, a core member of BCG’s healthcare practice. “That is not a success paradigm. The success paradigm is that you take the time very early on to understand what is required to make change happen. What ideas have already been tried? If your ideas are such good ideas why haven’t they been done before? If they have, then why haven’t they succeeded?”
Lesser’s consulting mindset has generated success in several areas, including firm growth, firm diversity and success in the healthcare industry. Since assuming leadership of the New York Metro office system in late 2000, Lesser has built the office into the firm’s largest in the U.S. (and third-largest worldwide) based on revenue and headcount. Women comprise more than 35 percent of his office’s consultants and continue to earn promotions to partner level at an impressive clip.
Lesser currently heads a team that provides services to one of the firm’s largest clients, a Fortune 100 healthcare company. “The [healthcare] environment has never been harsher in recent memory than it is right now,” he notes. “Yet, the opportunities have never been greater. … Leading companies are working diligently to figure out how to reconfigure their business model, their approach to R&D, and their overall structure to adapt. We have the opportunity to work with them in this extremely challenging transformation process, and that is incredibly rewarding.” —Eric Krell
>> Full list of Top 25 Consultants 2009