What do careers in aerospace engineering and consulting have in common? Michael Moorman says they both require analytical and problem-solving capabilities. As an engineer for NASA and Rockwell International in the 1980s, Moorman mastered those abilities, but he was looking for a new challenge that would tap into his people skills. “Consulting seemed perfect for that,” he says.
As a young consultant in 1989, Davide Taliente was intrigued by “the curious and dynamic environment” of investment banking. At the London-based Oliver Wyman, Taliente has found a perfect fit for his passion for financial services and consulting. As managing director and head of Oliver Wyman’s EMEA region, Taliente has helped build the boutique firm into an international financial services consulting powerhouse that helps clients address the industry’s top concerns - consolidation, regulation and capturing market share.
The human brain is very much like a complex organization, says Walter Mullikin. To survive, both require sensory input, instantaneous processing, decision-making skills and feedback controls. Mullikin has been applying those principles - learned as a scientist doing brain research at the University of Pennsylvania - in his current role as a partner at Philadelphia-based CSC, where he is considered one of the firm’s leading visionaries in science and technology.
Tata Consultancy Services in Mumbai, India, has grown into an offshore outsourcing powerhouse by attracting and keeping high-level, powerhouse clients such as General Electric and American Express.
Today’s workforce is more highly diverse than ever before. With more college graduates seeking jobs and a growing number of seniors staying on the job longer, the employee landscape now spans four generations. What’s more, 85 percent of new entrants to the workforce are women and people of color.
The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs (Crown Business, May 2007), this Oliver Wyman director says that companies should be on the lookout for big risks that can kill their business model.
Mercer director Adrian Slywotsky is the coauthor of The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs (Crown Business, May 2007). He says that companies should be on the lookout for big risks that can kill their business model.
Capgemini CEO Chell Smith foresees a day when utility companies — under pressure to reduce costs — turn to outside providers to manage their back-office processes. In May 2004, Capgemini took a first, dramatic step toward that goal by forming Capgemini Energy LP, a joint venture with TXU Corp. that began when the consulting firm won a 10-year contract to manage back-office operations for the energy giant — the largest business process outsourcing deal in the history of the utility industry.
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