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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
»The 2011 Top 25 Consultants: Dana Mcilwain
Excellence in Leadership
Vice Chairman and U.S. Leader of the Advisory Practice
Between July and December 2010, PwC’s U.S. Advisory Practice brought in over 1,000 new people—bringing the total to more than 6,000. And Dana Mcilwain, Vice Chairman and U.S. Leader of the Advisory Practice for PwC, says the pace of hiring won’t slow anytime soon. “We’ve turned the corner, I think,” Mcilwain says. “Companies are still focused on efficient and effective operations, but now they are also focused on revenue growth, innovation and the next opportunity.”
Globally, advisory was up 8 percent to $6 billion in 2010. “We’re doing very well across all advisory, and we’ve seen the market come back strongly over the last 18 to 24 months.” PwC doesn’t disclose U.S. advisory revenue, but Mcilwain says “U.S. growth is in the double digits. There are great market opportunities, and we are extremely well positioned to take advantage of those opportunities.”
In November, Mcilwain orchestrated the deal that brought 500 consultants from Diamond Management and Technology Consultants into the fold to form PwC’s Diamond Advisory Services.
“Clients have responded very favorably to the Diamond deal,’ Mcilwain says. “We’re very excited about the power of the combined firm. Plus, we have similar values—a strong focus on serving clients, a long-term view of client relationships, and a strong culture of developing their people.”
Under his leadership, Mcilwain has placed a premium on learning and development. “It’s a strategic enabler to our success,” he says. “I think it’s very important to make sure that we provide our people with a variety of opportunities.”
And enhanced opportunities, he says, makes happy consultants. “There’s been a tremendous amount of change the last few years, and that provides a lot of opportunities to grow as a professional. There’s never been a better time to be a consultant.” —J.K.