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»It’s a Floorwax... It’s a Dessert Topping... Actually, it’s Both!
There are few sure things in the world. One might cite death and taxes, but only slightly down the list is the inevitable answer a Big Four consultant provides to the question “What is your firm’s strength?” Everything, of course.
»Show Me The Money
Management consulting is a cash business. Now salaries and bonuses within the consulting industry are certainly not at the stratospheric levels enjoyed by their kindred brethren in investment banking. But consultants generally do realize much-better-than-average wages relative to their counterparts in the corporate world.
»Will ‘Knowledge Workers’ (Consultants) Be Replaced by Machines? It’s Possible
The management consulting industry to date has been largely unscathed by the wave of technological change. However, there are signs that digital technologies are now beginning to disrupt the management consulting industry as well, with potentially deep and far-reaching consequences.
»A Force in Consumer Banking
Banks have been stepping up their customer satisfaction game in recent years against the typical market forces at play. The pace of change has been head-spinning for an industry not well known for its swift response to customers.
»Time To Simplify and Get Organized (Well, At Least Your Cloud Services)
The practice of adding cloud services in silos and based on specific department needs often results in overlapping and many different contracts with the same vendors.
»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.”
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»Survey: Consultants Are On the Road Again
After years of fits and starts in an uncertain economy, travel is back in the consulting profession, at least according to the results of our annual Best Places to Stay survey.
»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.)
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»Q&A: Keeping It Simple
BCG’s Six Simple Rules sets out to simplify some organizational complexity.
»Review: Leading the Life You Want
It seems that everyone has an opinion on work/life balance these days, but Stewart D. Friedman’s Leading the Life You Want isn’t necessarily one of them.
»Review: The Culture Map
Globalization led to the rapid connection of internationally based employees from all levels of multinational companies, and now those same employees are expected to collaborate with colleagues scattered all over the world.
»Review: Twitter is Not a Strategy
Today’s digital frenzy has led many to declare that advertising is dead… or at least dying. Is it?
»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.
»Deloitte Survey: Talent Shortage Looming
Despite high unemployment rates across many leading economies, finding good talent is the number one concern of business leaders, according to a new survey by Deloitte and Forbes Insights.
Based on feedback from 334 senior executives and talent managers at large companies throughout the world, 41 percent say finding top employees is their biggest challenge. The extent of the problem varies by geography, highlighting where leaders perceive the most prevalent talent shortage. In Europe/Middle East/Africa, the average share of those identifying recruiting as their biggest problem is 48 percent, the average across Asia-Pacific countries is 41 percent and just 35 percent in the Americas.
The “Talent Edge 2020” survey also found an alarming global consensus in the skill sets business executives anticipate will be lacking in future hires. For example, almost three in four (72 percent) expect at least a moderate shortage in R&D talent. A lack of talent with those skills could pose specific challenges to innovation-dependant industries, such as technology, media and telecom.
"During the recession, most executives were churning their business and talent strategies into survival mode, not success mode—this has to change or corporate growth and innovation will be severely challenged," says Jeff Schwartz, a principal in the human capital practice of Deloitte Consulting and global co-leader and U.S. leader for talent services. "This is where the talent paradox poses the biggest threat—not only are companies struggling to find the right skill sets to fill critical jobs, but they are worried about their ability to keep the talented workers they have. And, these are concerns worldwide—not just in a company's backyard. So, if companies are not thinking about talent and workforce issues in a global way, they are not thinking about them in the right way."