Global Consulting Market 2014
  • One on One

Kennedy Corner

  • »Disruption, Financial Services and the Buffalo Bills
    The year was 1996: Alanis Morissette and the Smashing Pumpkins dominated radio—we still listened to radio back then—while your Internet 1.0 experience began when your dial-up modem screeched for 20 seconds and then connected you to your AOL account. You had mail! It was in that year that Episode 7 of the fourth season of the popular SciFi drama The X-Files aired, during which a conspiracy was laid bare in a secret meeting by powerful men.
  • »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.
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Travel Advisory

  • »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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Book It!

  • »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.
» View all

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5 17 2011
»The 2011 Top 25 Consultants: Gene Procknow

Gene Procknow, Deloitte ConsultingExcellence in Public Sector

Gene Procknow
Deloitte Consulting

Gene Procknow has been with Deloitte for more than three decades, so when the firm asked him to write a business case detailing how the firm should re-enter the federal marketplace, “I should’ve known something was up,” he says.

The firm liked Procknow’s proposal so much they asked him to implement it. In 2004, he moved from Boston to Washington D.C. to launch the practice. That first year, revenue of Deloitte’s U.S. Federal Government Services practice totaled about $60 million. Today, it’s a $1.6 billion practice.

Of course, a lot has changed since 2004. One of the biggest—and most aggressive moves—was buying BearingPoint’s Public Sector practice in 2009. As one might imagine, the move launched an intense nine-week period for Procknow, “I think I worked every single day during that time,” he says. “It was one of those monumental periods in a career. It was a tremendous opportunity both personally and for the firm. It propelled the entire practice forward.”

Procknow was responsible for brining some 4,200 new staff members onboard in two days at 36 sites. Today, the practice has more than 6,150 practitioners serving more than 50 federal agencies and departments. “It was a real game changer,” he says. “Plus, we retained 100 percent of BearingPoint’s clients. It was a pretty amazing acquisition. Most mergers don’t end this way.”

As far as the practice as a whole, it’s probably not surprising, Procknow says, that cost reduction will carry the day in Washington. “In a lot of ways, we’re bringing to Washington what the private sector has been doing over the last 20 years.”

A good example is the work Procknow did while serving on the GTO-21 Commission, which provided cutting-edge technology solution to President Obama. “It’s really important as government puts together its IT acquisition policy that they get input from industry,” he says.

“Helping the government with this mission is among the most difficult, challenging and rewarding work of my career,” he says. “The management issues are more difficult and more satisfying to deal with than many of the private sector engagements of the past. Plus, there’s the added benefit of seeing the impact.”

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