Part 1 introduces business consulting and describes a new way of
looking at how it works: the business consulting ecosystem.
Parts 2 and 3 focus on what happens within the ecosystem, looking
internally at the client market, the consulting industry and other components.
Part 2 describes the client world. It looks at the client market for
consulting: What drives the demand for consulting?
Consulting is a knowledge-intensive industry, in which human resources are considered
to be the most important asset. This industry, which had been flourishing
until recently, has attracted the interest of academia, private business, public authorities
and even journalists. As a result, a broad range of issues related to this
sector have been explored in detail. However, only a few contributions deal with
personnel or human resource management.
To identify a solution for his in-building wireless coverage needs, Carson called on Richard Glasgow,
CEO of Glasgow Group, a D.C.-based telecommunications and network consulting firm, specializing in
communications infrastructure, telephony systems, and data center technologies. After a competitive
procurement process, Glasgow recommended the InterReach Unison® system. “We looked at several
systems, and InterReach Unison had the best architecture because it offered significantly easier
deployment and lower costs,” says Glasgow....
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Equiteq is an advisory firm that exists to provide...
Many candidates are nervous about case interviews. The specific case cannot be prepared for in
advance – you don't know what the case will be – so many candidates feel they are more challenging
than traditional job interviews.
Yet case interviews are increasingly used to recruit master candidates. Consultancies led the way in
using them, but more and more companies are adding case interviews to the recruiting process.
John Walkenbach is a leading authority on spreadsheet software and is principal of
JWalk and Associates Inc., a small San Diego–based consulting firm that specializes
in spreadsheet application development. He is the author of approximately three
dozen spreadsheet books and has written hundreds of articles and reviews for a
variety of publications, including PC World, InfoWorld, Windows magazine, and
PC/Computing. John graduated from the University of Missouri and earned a master’s
and a PhD from the University of Montana. Visit his Web site at www.j-walk.com....
Rob Reider, CPA, MBA, PhD, is the president of Reider Associates, a management
and organizational consulting firm located in Santa Fe, New Mexico, which he
founded in 1976. Prior to starting Reider Associates, he was a manager in the
Management Consulting Department of Peat, Marwick in Philadelphia.
Troy Waugh, CPA, MBA, is a leading author, speaker, teacher, and consultant
to the accounting industry. Troy helps public accounting firms
grow. He and his experienced team of consultants have helped firms add
more than $500 million in new business through their consulting, training,
and alliance services.
WHETHER WORKING WITH EXECUTIVES IN old or new companies—
a Fortune 500, a start-up, a venture capital firm, an investment
banking or management consulting firm, or a high tech, entertainment, consumer
products, or manufacturing company—one of the top challenges I
hear over and over is: How do we recruit, develop, and keep the best talent?
The refrain is the same in both boom years and down times. This challenge
is especially on organizations’ radar screens for MBAs and experienced talent.
Our knowledge partner Value Partners, a leading global management
consultancy firm with strong experience in telecom and media, and the staff at
Dubai Press Club have worked together to make the report as comprehensive
and accurate as possible. In addition to relying on primary and secondary
research on the subject, we have also interviewed representatives of over
125 media organizations from the countries covered. The report has been
particularly enriched through the incorporation of interview findings that played
an important role in getting direct industry feedback.
In May 2006, the nanotechnology consultancy
firm Lux Research published a report entitled
‘‘Taking action on nanotech environmental, safety
and health risks’’ (Lux Research, 2006). The report
addressed the potential impact of real and perceived
risks on nano-businesses from a commercial
perspective, and concluded that ‘‘One of the biggest
challenges facing firms commercializing
nanotechnology innovations today is managing
environmental, health and safety (EHS) risks)’’.
The evidence in this paper documents that the similarities between banks’ and non-
financial firms’ capital structure may be greater than previously thought. Specifically, this
paper establishes five novel and interrelated empirical facts.
First, standard cross-sectional determinants of firms’ capital structures also apply to
large, publicly traded banks in the US and Europe, except for banks close to the minimum
The old saying, “You can’t get fired for hiring IBM” just isn’t valid anymore. These
days, clients choose the best consultants, not the best-known ones. Today’s clients
seek talent, not firm names. The competition for new work is not between firms, but
between people and their ideas.
Consultants’ marketing efforts haven’t changed in response to this reality. In fact, their
marketing hasn’t changed much in decades—except to get slicker, flashier and more
That’s not working.
On schemes involving different types of engineering, design may be let out
in separate ‘packages’ to different specialist consultants. For instance the design
of an industrial estate may be packaged into – roads and drainage; water
supply and sewerage; power supplies, and landscaping. For large schemes
the promoter may appoint an overall consultant with wide experience to
co-ordinate the inputs of the specialist design consultants.
If there is confidence that the Project Initiation will result in an immediate
authorization to proceed to the next stage then perform this task now. If not, then
it will be performed after the Project Board authorizes the project to proceed as part
of the next stage planning.
Identify any additional technical or business specialists required to support the
project. These roles contribute to the creation of products by providing information
about the business and reviewing the products. They generally fulfill the "consult"
and "approve" responsibilities.
Like so many organizations is today’s global economy, Booz Allen
Hamilton requires leadership that is diverse in its thinking, strong
in business acumen and open to new ideas and opportunities.
Founded in 1914, Booz Allen Hamilton is a strategy and technology
consulting firm with more than 16,000 staff located on six continents.
We have experienced tremendous growth, averaging 20
percent per year, over the past seven years. This growth has stretched
our current leaders and created new challenges for developing future
This book developed as a result of my requirement to have a simple, comprehensive
and well-structured repertoire of tools for my own consulting activities. Whenever I
wanted to ‘pull the rabbit out of the hat’, I used to waste time browsing through previous
project work to find things I had done previously. In order to avoid having to
‘reinvent the wheel’ each time, I developed my own ‘cheat sheet’ – a list with names
of tools to prompt and remind me of what was ‘available’....
The key driver in this change has been India's demographic makeup, as the nation's booming
economy rapidly adds to the near–critical mass of newly affluent consumers. The average salary
of Indians has grown 14% (those of IT professionals have grown by 18%), which is probably the
highest wage growth in Asia.
There are now about 1.6 million Indian households that spend an
average of $9,000 (Rs. 4,50,000) a year on luxury goods, according to The Knowledge Company,
a management-consulting firm in New Delhi. Mr.
Today, luxury goods makers have started descending on India, and surprisingly, the nation's
wealthy are enjoying indulgence not seen since the time of the maharajahs. The old rich have, of
course, always been rich. But something in Indian culture has inhibited ostentatious displays of
wealth. That coyness seems to have vanished.
Retail consultancy firm KSA Technopak estimates that India's luxury market is growing at 20% a
year. The market for high-end clothing and accessories alone is estimated to be worth $US445
million ($A610 million).