Unternehmensberatung
international
Academy of Management Annual Meeting 2016
ICMCI Kongress 2016
November 2016
ICMCI – Konferenz 2016
• International Council of Management Consulting
Institutes
• Non Government Organisation (NGO) status with
Special Consulting Focus by the United Nations
Economic and Social Council (ECOSOC)
• Mehr als 50 Länder sind Mitglieder
• Trägerorganisation des CMC (Certified Management
Consultant)
November 2016
Characteristics of the future
effective Management Consultant
• Companies building internal consulting capability –
schooled by major consulting firms
• From big companies to free agents
• Democratization of knowledge
• Clients are more sophisticated
• Consulting under greater scrutiny
• MC need multidiscipline know how - new models
• Business plus technical pedigree (breadth and
depth)
• Need to foster agile culture and control the
changes
• Social, cultural, ethical skills
November 2016
Trends in MC – Business Model
• Generalist is out – must have combined industry
and deep functional competencies
• Mega firms and independents / boutiques – no mid
sized
• Big data services can be delivered from anywhere
• Regional firms much cheaper than big 4
• Can hire industry studies from anywhere
• Rise of hourly nerds – lots of startup MC contractors
• Geographical alignment rather than products or
service
• Digital Eco system – connectedness - more
collaboration
November 2016
Trends in MC-Practice & Skills
• Decline of MC apprenticeship model
• No longer “go to school find smart people”
• Clients have eliminated MC learning curves on the
job
• Rise of independents – deep experience &
consulting skills
• Understanding the clients needs
• Go in for 6 months or more drive the change
• Clients demand specific skills – “been there done
that” – decision making capability required
• Power by the hour vs. outcome driven-share in
benefits
November 2016
• Clients have eliminated MC learning curves on the
job
• MC’s at the top of the pile – no disruption –
experience is king – trust and loyalty fundamental
• Companies doing their own strategy work
• MC firms in IT integration going downwards - not
strategic
• Consulting travel way down – telecoms (video,
internet, skype) – start the relationship face to
face
November 2016
Trends in MC- Culture & Society
• Confusion of what consulting is: from interim CEO’s
to anyone on a non-employee contract (techs to
turnaround experts)
• Management Consulting as professional practice
must be distinguished from consulting as a
contractual relationship
• From the Management Consulting industry to MC as
a socially recognized professional practice
• Value proposition
• Deep experience, trust and decision making
capability in demand
November 2016
• As complexity increases the need for competency
assurance increases
• Quality, Ethics  ISO 20700
• Rapid turnover in CEO’s gives senior MC
opportunities for interim management
• Senior people seen as advisory
• Millennial’s doing own thing – entrepreneurial – not
stable employees
November 2016
Umsätze im MC
• 50% des weltweiten Umsatzes machen die top 10
der Branche
•
•
•
•
55% Amerika
35% Europa
9% Asien
1% Nahost und Afrika
November 2016
Digitalisierung - Disruption
Entwicklung der Arbeitssituation
• 42% der kanadischen Arbeitsplätze sind durch die
Automation hoch gefährdet
• Wissensberufe werden mit hoher Wahrscheinlichkeit automatisiert (80% der ärztl. Diagnose)
• Von STEM (Science, Technology, Engineering,
Math) zu STEAM (Same + Arts)
• 2020 werden mehr als 50% der Arbeitskräfte
Freelancer sein, d.s. 2,2 Milliarden weltweit
• USA/Canada: schon jetzt 38% der unter 35jährigen
• Auch non-high tech (z.B. task rabbit) oder nur
fallweise
November 2016
Plattformen
• 2025 wird der sharing economy sector den
traditional renting sector umsatzmäßig eingeholt
haben (2013 1:16), aber: Gesamtwachstum auf das
2,6 fache
• Plattform-Wirtschaft auch in anderen Industrien –
Entkoppelung von der Realwirtschaft (Prof.
Radermacher: Plattform-Kapitalismus?)
November 2016
Wie sollten Unternehmensberater
und ihre Kunden denken?
•
•
•
•
•
•
•
Exponentionell denken
Gas geben
Sich der Trägheit bewusst sein
Den vorhandenen Wettbewerb beobachten
- sowie den potentiell neuen
Experimentieren – Prototypen entwickeln
Annahmen bekämpfen
November 2016
Technologieausblick Beispiel
Deloitte
• #DeloittePredicts
• Duncan Stewart [email protected]
• Twitter: @dunstewart
• Connect on LinkedIn
• Subscribe to him on Facebook
• Read his blog: dunstewart.wordpress.com
November 2016
Academy of Management aom.org
• Gegründet 1936
• Mitglieder weltweit, Schwerpunkt Nordamerika
• Primär akademisch orientiert, aber auch Praktiker
bzw. Praxisrelevanz
• Jährliche Konferenz
• Möglichkeit, selber eine Session einzureichen
• 2016 Anaheim „Making Organisations Meaningful“
• >2.500 Sessions
• > 10.000 Teilnehmer
• 2017 Atlanta
November 2016
Divisions and Interest Group
Domains
•
•
•
•
•
•
•
•
•
Business Policy & Strategy
Careers
Conflict Management
Critical Management Studies
Entrepreneurship
Gender and Diversity in Organizations
Healthcare Management
Human Resources
International Management
November 2016
•
•
•
•
•
•
•
•
•
Management Education & Development
Management History
Management Consulting
Management, Spirituality and Religion
Managerial & Organizational Cognition
Operations and Supply Chain Management
Organization Development & Change
Organization & Management Theory
Organizational Behavior
November 2016
• Organizational Communication & Information
Systems
• Organizations & the Natural Enviromnment
• Public & NonProfit Division
• Research Methods
• Social Issues in Management
• Strategizing Activities & Practices
• Technology & Innovation Management
November 2016