http://www.consultingmag.com en-us http://www.consultingmag.com N/A ConsultingMag@kennedyinfo.com Wed, 20 Aug 2008 13:27:17 -0400 20 http://www.consultingmag.com/articles/780/1/Practical-Ethics-for-New-ConsultantsPractical-Ethics-for-New-ConsultantsPractical-Ethics-for-New-Consultants/Practical-Ethics-for-New-Consultants.html Clients hire consultants for the people, skills and information to solve problems. To get the job done, consultants work with clients in advisory positions and have access to confidential information and influence over decisions. This is a demanding environment with unique ethical considerations. david.casella@paconsulting.com (David Casella) Tue, 10 Jun 2008 00:00:00 -0400 http://www.consultingmag.com/articles/736/1/The-Outsourcing-BandwagonCan-It-Continue/The-Outsourcing-BandwagonCan-It-Continue.html Can outsourcing continue to grow at the rate we have seen over the last decade or so, during which it has become the management tool of choice for many major corporations, as well as the engine of growth for an army of suppliers drawn not only from the traditional ranks of the hardware suppliers, systems integrators and consultants, but more and more from the new industrial heavyweights of India? rick.simmonds@alsbridge.eu (Rick Simmonds) Wed, 28 May 2008 00:00:00 -0400 http://www.consultingmag.com/articles/735/1/Lifecycle-Management-in-a-Multi-Polar-World/Lifecycle-Management-in-a-Multi-Polar-World.html As consultants, we have one thing in common regardless of the industry we serve or functional expertise we provide—we all have clients challenged with maximizing the value of their products and services. Doing so is increasingly a struggle due to the shifting balance of power in the world economy. The world is no longer dominated by the U.S., Western Europe and Japan. With the rise of developing countries, spearheaded by China and India, the world is moving from an era of geographically concentrated economic power to one characterized by multiple centers of economic and business activity—in short, a “multi-polar” world. Five mega-trends characterize the world in which our clients’ products and services now compete: donna.peters@accenture.com (Toni C. Langlinais and Donna Peters) Wed, 28 May 2008 00:00:00 -0400 http://www.consultingmag.com/articles/703/1/The-Importance-of-Mentoring/The-Importance-of-Mentoring.html by Lauren MalensekIf you’ve read the economic headlines lately, you know the labor market is turning over every rock to find quality employees. Nowhere is this demand for qualified employees more evident than in the professional services arena. Corporate governance regulations and the impending mass exodus of baby boomers have greatly increased the demand for the next generation of finance professionals. Yet in this high demand for quality professionals, the bigger question becomes: How does a company keep the staff it has and avoid becoming another firm searching for top talent? In an era plagued with high turnover and expensive employee training sessions, keeping employees is just as important as recruiting new employees. ConsultingMag@kennedyinfo.com (Consulting magazine) Tue, 22 Apr 2008 00:00:00 -0400 http://www.consultingmag.com/articles/702/1/A-New-Approach-to-ERP-Implementations/A-New-Approach-to-ERP-Implementations.html By Ken Grodner and Donna CampJust when the war for talent couldn’t get any tighter, the enterprise resource planning (ERP) marketplace has taken off like wildfire, putting increased pressure on companies, systems integrators and the ERP vendors themselves to train, recruit and retain top resources. Nearly everyone—from customer to vendor—has either adopted the traditional contractor staffing model to meet market demand or increased the size of the internal IT team. However, both present their own set of challenges that, in the worst of circumstances, can make or break a project. As a result, the market is looking for a new sourcing model that strikes a balance between pure contracting and in-house employees. Value-added sourcing (VAS) seeks to establish that balance. ConsultingMag@kennedyinfo.com (Consulting magazine) Tue, 22 Apr 2008 00:00:00 -0400 http://www.consultingmag.com/articles/663/1/Does-Private-Equity-Create-Value-Or-Just-Release-it/Does-Private-Equity-Create-Value-Or-Just-Release-it.html It seems wherever you look at the moment, you see private equity, whether it was the recent TXU, Clear Channel or Hertz deals. Much has been written about how much tax private equity pays and the perceived lack of transparency across the industry. The increased public scrutiny already has led to private equity firms committing to greater transparency and better communication with key audiences. What has been far less debated is how private equity can be more successful at building value in the companies it invests in. paul.dejanosi@celerantconsulting.com (Paul de Janosi) Wed, 12 Mar 2008 00:00:00 -0400 http://www.consultingmag.com/articles/662/1/Redefining-the-Consulting-Business-Model/Redefining-the-Consulting-Business-Model.html Change management. Consultants use the term often and put the discipline of change management into practice on a regular basis. It is ironic, however, that the consulting industry is probably the hardest industry to change. rsharma@censeoconsulting.com (Raj Sharma) Wed, 12 Mar 2008 00:00:00 -0400 http://www.consultingmag.com/articles/633/1/Getting-the-Employee-Experience-Right-What-Every-CEO-Needs-to-Know/Getting-the-Employee-Experience-Right-What-Every-CEO-Needs-to-Know.html With typically only 18 months to prove themselves, chief executives are now more than ever focused on hitting the financial metrics that translate into success by Wall Street’s standards. Yet, 78 percent of CEOs realize that financial indicators alone are not an accurate reflection of a company’s strengths and weaknesses; instead, CEOs are increasingly turning a curious eye toward “softer” metrics, such as employee engagement, according to a recent study by Deloitte Touche Tohmatsu. jamen.graves@oliverwyman.com (James Graves) Tue, 11 Dec 2007 00:00:00 -0500 http://www.consultingmag.com/articles/618/1/Gaining-Presence-in-the-MBA-Application-Process/Gaining-Presence-in-the-MBA-Application-Process.html Why is it that some consulting firms have more success getting their consultants into business school than others? What makes it so that the “name brand” firms seem to have a steady flow of consultants through the best schools? pathubbell@openingdoorsadmissions.com (Patricia O. Hubbell) Thu, 25 Oct 2007 00:00:00 -0400 http://www.consultingmag.com/articles/617/1/Consultings-Untapped-Talent-Source/Consultings-Untapped-Talent-Source.html Where will consulting firms find the talent they need to stay competitive? It’s already out there – in the ranks of top-notch minority students and professionals who haven’t traditionally considered consulting a viable career option. This untapped resource represents a new frontier – one the consulting profession must cultivate or risk being outpaced in the race for talent. ConsultingMag@kennedyinfo.com (Consulting magazine) Thu, 25 Oct 2007 00:00:00 -0400 http://www.consultingmag.com/articles/558/1/Consultants-on-Consulting---Building-a-User-Friendly-Culture-for-Consultants/Consultants-on-Consulting---Building-a-User-Friendly-Culture-for-Consultants.html It’s a question that haunts many consulting organizations: How do consulting leaders keep their people connected to the organization when as consultants they spend most of their time surrounded by the client’s people, offices and culture? For us, the answer lies in actively building a culture within the consulting organization – call it a “user-friendly culture” – that keeps people connected to the company in ways that deliver tangible benefits to the individual. Such connections include substantive tools for their current and future success, connections to their home community and avenues for progressive and friendly collaboration with people who can mentor them or otherwise help them to grow professionally. michael.stabo@integrityonepartners.com (Michael Waddell and Michael Stabolepszy) Fri, 10 Aug 2007 00:00:00 -0400 http://www.consultingmag.com/articles/517/1/On-the-Emergence-of-Evidence-Based-Consultancies/On-the-Emergence-of-Evidence-Based-Consultancies.html by Raymond Hill, General Manager, IMS Health Consulting, and J.J. Sendelbach, Managing Director, Strategy & Technology, Kennedy Information Advisors More than 120 years ago, Arthur Dehon Little and Roger Griffin came together to forge a brand-new kind of company – one devoted solely to assisting other organizations in improving their own processes and products. The idea that “management engineers” could rescue ailing organizations didn’t just strike a chord. It inspired a legion of like-minded visionaries – men like James McKinsey, who formed McKinsey & Company in 1926, and Andrew Thomas Kearney, founder of A.T. Kearney, who sought to provide management advice to the chief executives of leading organizations across several industries by applying cumulative client learnings to the assignments at hand. By the end of the 1930s, these management engineers were going by a new name, courtesy of one Marvin Bower — “management consultants.” They were as well laying the groundwork for a particular methodology now widely known as case-based knowledge consulting.  ConsultingMag@kennedyinfo.com (Consulting magazine) Mon, 18 Jun 2007 00:00:00 -0400 http://www.consultingmag.com/articles/588/1/The-Cloistered-Corporation/The-Cloistered-Corporation.html V.P. Kochikar and M.P. Ravindra of Infosys Technologies believe that too many companies are siloed in ivory towers. kochikvp@infosys.com (V.P. Kochikar and M.P. Ravindra) Sat, 24 Mar 2007 00:00:00 -0400 http://www.consultingmag.com/articles/452/1/Patricia-Hubbell---New-Years-Next-Steps/Patricia-Hubbell---New-Years-Next-Steps.html Patricia Hubbell offers some pointers on how to focus on the next stage of your consulting career. pathubbell@openingdoorsadmissions.com (Patricia O. Hubbell) Tue, 20 Feb 2007 00:00:00 -0500 http://www.consultingmag.com/articles/325/1/Consultants-on-Consulting---Its-the-Thought-That-Counts/Consultants-on-Consulting---Its-the-Thought-That-Counts.html Most consultancies recognize that "thought leadership" can boost revenue and market awareness, but just how a firm goes about capitalizing on thought leadership is not always a clear path. kechols@kennedyinfo.com (Robert Buday, Bernie Thiel, and Susan Buddenbaum) Wed, 01 Nov 2006 00:00:00 -0500 http://www.consultingmag.com/articles/324/1/Consultants-on-Consulting---Attracting-the-Best-Pre-MBA-Consultants/Consultants-on-Consulting---Attracting-the-Best-Pre-MBA-Consultants.html How providing MBA prep support to analysts and consultants can give your firm's recruiting function an extra edge. pathubbell@openingdoorsadmissions.com (Patricia O. Hubbell) Wed, 01 Nov 2006 00:00:00 -0500 http://www.consultingmag.com/articles/271/1/Consultants-on-Consulting---Prepping-for-Business-School-How-to-Get-Started-on-the-Application-Process/Consultants-on-Consulting---Prepping-for-Business-School-How-to-Get-Started-on-the-Application-Proc.html Patricia Hubbell reveals how MBA candidates can enter the admissions express lane. pathubbell@openingdoorsadmissions.com (Patricia O. Hubbell) Fri, 01 Sep 2006 00:00:00 -0400 http://www.consultingmag.com/articles/270/1/Consultants-on-Consulting---Yes-We-Can-Improve-Government-Performance/Consultants-on-Consulting---Yes-We-Can-Improve-Government-Performance.html Seasoned adviser Frank Ostroff explains how the movement to reinvent government is making advances. kechols@kennedyinfo.com (Frank Ostroff) Fri, 01 Sep 2006 00:00:00 -0400 http://www.consultingmag.com/articles/269/1/Consultants-on-Consulting---What-I-Learned-at-Arthur-Andersen/Consultants-on-Consulting---What-I-Learned-at-Arthur-Andersen.html AA veteran Karen Wilson argues that Arthur Andersen’s most lasting legacy is a model for respecting and inspiring young talent. kechols@kennedyinfo.com (Karen Wilson) Fri, 01 Sep 2006 00:00:00 -0400 http://www.consultingmag.com/articles/223/1/Consultants-on-Consulting---The-CEO-Redux/The-CEO-Redux.html Mercer Delta partner Elise Walton explains how CEO succession is more than just smooth exits —it's all about building the next generation of CEOs. kechols@kennedyinfo.com (Elise Walton) Tue, 01 Aug 2006 00:00:00 -0400 http://www.consultingmag.com/articles/480/1/Consultants-on-Consulting---Out-of-Site/Consultants-on-Consulting---Out-of-Site.html Consultants Edwin Hastings and Robert Buday explain how consulting firms are losing potential clients by implementing Web sites that hide their companies’ expertise. ConsultingMag@kennedyinfo.com (Consulting magazine) Sun, 16 Jul 2006 00:00:00 -0400 http://www.consultingmag.com/articles/493/1/Getting-Plugged-In/Getting-Plugged-In.html Two of the consulting world’s hiring gurus explain how to make sure that the new senior hires get charged up instead of turned off. ConsultingMag@kennedyinfo.com (Consulting magazine) Tue, 06 Sep 2005 00:00:00 -0400 http://www.consultingmag.com/articles/492/1/In-Defense-of-the-Profession-of-Management-Consulting/In-Defense-of-the-Profession-of-Management-Consulting.html Insular client executives, monopolized business schools, cookie-cutter solutions — it’s enough to make any trusted adviser get steamed. We invited consulting professional Al Berrios to blow off a little. ConsultingMag@kennedyinfo.com (Consulting magazine) Fri, 05 Aug 2005 00:00:00 -0400 http://www.consultingmag.com/articles/488/1/What-Dr-Martin-Luther-King-Can-Teach-Us-About-Business-Change/What-Dr-Martin-Luther-King-Can-Teach-Us-About-Business-Change.html Leading business change remains an inherently risky undertaking. In today’s environment, business change leaders need every tool possible to confront the inevitable risks and challenges that must be faced and resolved.  ConsultingMag@kennedyinfo.com (Consulting magazine) Sat, 05 Feb 2005 00:00:00 -0500 http://www.consultingmag.com/articles/487/1/My-Dinner-With-Bill/My-Dinner-With-Bill.html Inquisitive consultant Mark Leiter tees up a conversation with communications guru Bill Matassoni of BCG. ConsultingMag@kennedyinfo.com (Consulting magazine) Mon, 10 Jan 2005 00:00:00 -0500 http://www.consultingmag.com/articles/496/1/Why-IT-Means-Innovation-Time/Why-IT-Means-Innovation-Time.html It used to be that hard-boiled generalists within the profession’s premier strategy firms would sooner fly coach on a red-eye than be caught discussing enterprise software capabilities. My, how times have changed. ERP, anyone? mleiter@leiterco.com (Mark Leiter) Wed, 14 Jan 2004 00:00:00 -0500