Innovation Value Institute announces launch of IT Capability Maturity Framework

by Editor 2/12/2009 2:09:00 PM
IT consulting jobs
The Innovation Value Institute (IVI) has announced the launch of the IT Capability Maturity Framework (IT-CMF).

The IT-CMF provides a concise management roadmap to optimize business value derived from IT investments. This unique framework has been proven to deliver greater business value from IT while reducing the complexity of IT choices for CIOs.

IVI is a consortium of leading industry, consulting, not-for-profit, and academic organizations that has been quietly developing and testing new ways to more firmly align IT investments with business results. Originally formed through a strong link between NUI Maynooth and Intel, the consortium's more than 30 members are among the world's leading companies such as The Boston Consulting Group, Microsoft, Chevron, SAP, Northrop Grumman, British Petroleum (BP), and Ernst & Young.

"This unique consortium brings together companies to solve structural problems in the IT industry and profession by sharing their collective knowledge," says Diane Bryant, CIO, Intel. The main issue CIOs face in today's recessionary climate is trying to derive greater demonstrable business value from IT spend amid tight IT budgets. While today's stark economic outlook makes optimizing IT's value a top priority, there currently is no integrated, standardized framework for making and evaluating investment decisions strategically from a holistic perspective at the corporate level.

The IT-CMF addresses this fundamental problem by providing an end-to-end integrated framework to help the CIO manage the complexities and tradeoffs required to continuously evolve the IT capability in an organization while delivering measurable value. The IT-CMF enhances the CIO's role at the boardroom level by transforming IT's delivered results into tangible value that is understood and agreed upon by both business and IT.

"IT must establish credibility before it takes a leadership position at the boardroom level," said Martin Curley, Professor of Technology and Business at NUI Maynooth and Global Director IT Innovation at Intel. "Companies typically invest one to five percent of revenue in IT, but without a way to measure and maximize the return from these investments, their IT organizations cannot move from cost centers to value centers."

For the first time, the IT-CMF provides an integrated roadmap that:

* Leverages the power of existing best practices

* Open Innovation: is being developed by a diverse consortium of academic and business leaders

* Is being tested in the real world at every stage of development

* An actionable approach that helps IT design, deliver and manage for business value

"I can't emphasize enough the value of the IT-CMF and how it can enable an IT organization to have intelligent, data-driven discussions with leadership and help solidify future plans," said Louie Ehrlich, CIO, Chevron.

The IT-CMF consists of a five-stage maturity model used to organize and structure a framework for mapping IT improvement efforts. The holistic approach of the IT-CMF is reflected by its four foundational macro processes:

1. Managing IT like a Business -- shifting the focus from technology and production to a focus on customers and services

2. Managing the IT Budget -- investing in innovative IT solutions that deliver better value and performance

3. Managing the IT Capability -- managing IT assets throughout the value chain and developing core competencies

4. Managing IT for Business Value -- linking IT investments to overall business benefits

In total, the IT-CMF identifies 36 core processes and categorizes them under these four dimensions to cover all activities in an IT department. An assessment of an IT organization's maturity across these 36 processes, together with comparisons to industry benchmarks and best practices, will highlight the company's key maturity gaps and value-creation opportunities. Using this overall framework, CIOs can help their department's transition from being perceived as a utility or technology supplier to a core competency of the firm that delivers and demonstrates optimized value from investments.

"I firmly believe that IVI is the most promising initiative in the IT world and will provide an industry standard to manage IT for business value," said Ralf Dreischmeier, Partner and Managing Director, The Boston Consulting Group. "BCG is excited to be part of the consortium and to help lead the IVI efforts."

Prof. John Hughes, President of NUI Maynooth, added, "The IT-CMF stands apart from all other proposed solutions because of its development by such a diverse consortium of the world's leading organizations. At every stage of development, the IT-CMF was tested in the real world with one of IVI's partners."

A number of core processes have now been tested by leading organizations including BP, Chevron, SAP, Northrop Grumman and Intel. Each participating organization has reported significant benefits in the optimization of IT and the overall business.

For more information, please visit: http://ivi.nuim.ie/ITCMF/news.

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Boston Consulting Group hired to restore Satyam clients' confidence

by Editor 1/29/2009 4:30:00 PM
Boston Consulting Group (BCG) has been hired to help Satyam Computer Services' board restore the confidence of its clients, investors and staff. A team of three senior BCG professionals will work closely with Satyam leaders and provide the Indian company with management consulting services.

Satyam board member Deepak Parekh said: "An important point to note is that they will not be charging Satyam any fees for their services and this reflects on their commitment to the task on hand.”

"Our focus and our goal here is to shore up and increase the confidence of the different players in that company,” said James Abraham, partner at BCG. “Our focus is going to be work with these three groups (investors, clients and employees) to shore up their continuing confidence in that company, because the core capability has not been destroyed. Our core is actually to make sure that the management structure that operates and runs that company stays intact and the customer confidence remains.”

Earlier this week, the Satyam leadership reassured their employees saying that January salaries would be paid on time. The six executives serving on Satyam’s board also said that they have made a shortlist of candidates for the positions of chief executive and chief financial officer.

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Booz & Company to make a comeback in India

by Editor 9/24/2008 4:56:00 PM
Booz & Co., a leading global consultancy, has decided to return to the Indian market eight years after it had shut down business operations in the country to pursue opportunities in more developed markets.

Booz India CEO Suvojoy Sengupta, who has relocated to India with several other consultants, says:  

“Ten to 12 years ago, few companies understood what consultants could bring in. The market has evolved since then. Today, they understand what consultants can do in handling any kind of discontinuities.”

The perception of consultants has changed in the country over the last decade, Sengupta says, and most Indian companies have either used or considered using consultants by now.  

Booz global CEO Shumeet Banerji, who was part of the company’s India team in the mid-1990s, says:

“The Indian market has matured dramatically since I was last here. Indian companies now have confidence. They have a global agenda and they have access to efficient capital.”

Booz Allen was one of the first companies that entered the Indian market in the 1990s, along with the Boston Consulting Group and McKinsey. Their clients included Tata Steel, IDBI, LIC and Asian Paints. In 2000, however, company leaders decided to focus on the more developed markets, those in Europe and North America.

Booz & Co. principal Piyush Doshi explains: “The market then was in an early stage of evolution. It was fairly small. Since 2003, there has been a shift in momentum and growth in sectors like telecom, insurance, infrastructure and retail.”

Booz & Company, the management consultancy spun off from Booz Allen Hamilton in July 2008, will open an office in Mumbai tomorrow. The company plans to employ 100 staff in India in the next three years.

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Top 10 most prestigious European consulting firms - Vault

by Editor 9/17/2008 4:50:00 PM
Consulting and accounting giant McKinsey topped the list of Europe’s most prestigious consulting firms for the third successive year in a survey conducted by career website Vault.com.

Vault polled more than 1,875 consultants across Europe, asking them to rate European consulting firms on a scale from one to 10 based on how prestigious they think employment at each company is. Consultants were not allowed to rank their own firms and Vault asked them not to rate any firms with which they were unfamiliar.

The top 10 firms, as ranked in the European edition of the 2009 Vault Guide to the Top 25 Consulting Firms, are:

1. McKinsey & Company

2. The Boston Consulting Group

3. Bain & Company

4. Booz & Company

5. Mercer

6. Oliver Wyman

7. Roland Berger Strategy Consultants

8. Monitor Group

9. A.T. Kearney

10. OC&C Strategy Consultants

To browse and apply for the latest consulting jobs, please visit ConsultancyRoleFinder.com.

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Consulting magazine releases Best Firms to Work For list

by Editor 9/8/2008 3:44:00 PM
Consulting magazine has published the results of its annual Best Firms to Work For survey.

13,000 consultants from 205 management consulting firms worldwide took part in the survey. The questions they were asked covered a wide spectrum of issues, from workplace morale and retention rates to training and vacation policies.

Consulting firms were rated in six categories: The Job, Compensation and Benefits, Work/Life, Leadership, Career Development and Culture. The final ratings were based on the total score in all the categories.

Consulting magazine’s Editor-in-Chief Joseph Kornik said:

“Boutique and niche firms have had such an impact on the industry that we thought it was time to recognize those firms as well. What’s surprising is that the overall scores for the smaller firms were higher – so it was actually a harder list to make.”

The Best Firms to Work For include (in alphabetical order): Alvarez & Marsal, A.T. Kearney, Bain & Company, Booz & Company, The Boston Consulting Group, Kurt Salmon Associates, Milliman, Monitor Group, North Highland and Point B.

The Best Small Firms to Work For include (in alphabetical order): Centric Consulting, Cumberland Consulting Group, Forsythe, FMI, Infinitive, IntegrityOne Partners, Katzenbach Partners, MorganFranklin, SEI and Stroud Consulting.

To find and apply for the latest management consulting jobs, please visit ConsultancyRoleFinder.com.

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Vault Guide names Top 50 Management and Strategy Consulting Firms

by Editor 8/25/2008 4:30:00 PM
IT consulting jobs,consultant careers
Career website Vault.com has released the new Vault Guide to the Top 50 Management and Strategy Consulting Firms. Consulting giant McKinsey & Company has taken the top spot for the eighth consecutive year.

The Guide is the result of the career site’s yearly Strategy Consulting Survey, which was conducted from February to April this year and included more than 4,000 consultants.

The consultants rated firms on a scale of 1 to 10 based on the firms’ prestige in the consulting sector.

Here are the top 10 consulting firms according to the Vault Guide:

1. McKinsey & Company

2. The Boston Consulting Group

3. Bain & Company

4. Booz & Company

5. Monitor Group

6. Mercer LLC

7. Deloitte

8. Oliver Wyman

9. PricewaterhouseCoopers LLP

10. L.E.K. Consulting

Three Big Four firms – PricewaterhouseCoopers (ranked #9), Ernst & Young (#11) and KPMG (#16) were reintroduced to the Guide. The firms had separated their consulting divisions from their accounting and audit arms at the turn of the century and, since the non-compete agreements between the firms and their spin-off consulting divisions ended in 2007, they have been hard at work rebuilding the divisions. As a result, the consulting services were the fastest growing service lines for all the three giants. Consequently, it made sense to add them to the Guide again.

Vault’s global consulting editor Naomi Newman said:

“Even though a lot of survey respondents are portraying these firms as coming back from the dead, and not yet integral to the strategy consulting market, there's a real sense that they are quickly getting reacquainted with the industry and asserting themselves accordingly. By virtue of them ranking so well in terms of prestige in their first year back gives us a glimpse into how other consultants view these firms and their potential. It will be interesting to watch their strategy and positioning develop in the market over the next few years.”

The Vault Guide also features company guides and quality of life rankings, with companies rated based on compensation, training, work hours, diversity, offices, etc. The Guide can be ordered at Vault.com.

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6 ways to win in economic downturn: BCG report

by Editor 7/10/2008 11:57:00 AM
Over 80 percent of U.S. business executives think their companies are "better prepared" for a downturn than their competitors are, according to a recent survey by The Boston Consulting Group (BCG) -- even though few have taken any measures beyond basic cost cutting. But there's far more that companies can do to capitalize on a downturn and emerge stronger than before, says BCG in a new report titled "Winning in a Downturn: Six Actions to Take Now."

Complacency is risky. "A major downturn can fundamentally change the dynamics of an industry," notes coauthor Reinhard Messenböck, a BCG partner. BCG research shows that after the last recession, 30 percent of companies that had been among the top ten players in their respective sectors dropped off that list, and fewer than 10 percent of those that dropped off ever made it back. The reason is simple: a downturn magnifies relative strengths and weaknesses.

Six Winning Actions

According to the BCG report, companies that survive and thrive during tough economic times build advantages in three critical areas: mindset, preparation, and execution. "They manage the downside potential, but they focus on the opportunity to make major competitive gains," explains Hal Sirkin, coauthor of the report and a BCG senior partner. The report explores six actions that companies should take to come out ahead:

  • Assess their risk
  • Sharpen their downturn radar
  • Get in shape - now
  • Create a prioritized action plan
  • Think countercyclically
  • Be ready for the unexpected

Despite the warning signs that tough times may be on the horizon, most companies don't adequately plan ahead, often reacting to a downturn by embarking on a costly, damaging cycle of doing too much, too late, and too randomly. By avoiding this cyclical overshooting, companies can prevent harmful, excessive cuts during a downturn -- and useless and costly spending in an upturn.

"The key to winning in a downturn is to act sooner rather than later, before the narrow window of opportunity closes," notes coauthor and BCG senior partner Udo Jung. "Companies in strong operational and financial shape have greater freedom to make strategic moves when times get tough."

To receive a copy of the report or arrange an interview with one of the authors, please contact Eric Gregoire at + 1 617 850 3783 or gregoire.eric@bcg.com

About The Boston Consulting Group

The Boston Consulting Group (BCG) is a global management consulting firm and the world's leading advisor on business strategy. We partner with clients in all sectors and regions to identify their highest-value opportunities, address their most critical challenges, and transform their businesses. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results.

Founded in 1963, BCG is a private company with 66 offices in 38 countries. For more information, please visit www.bcg.com

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BCG: Business entering revolutionary new stage of global competition

by Editor 6/11/2008 1:39:00 PM
IT consultant,IT consulting jobs

The world of business has entered a revolutionary new phase of global competition—one that is fast replacing the old model of “globalization,” according to experts at The Boston Consulting Group (BCG).

BCG calls this new era—and competitive reality—“globality.” It’s the subject of a new book, GLOBALITY: Competing with Everyone from Everywhere for Everything (Business Plus, June 2008), by three BCG partners: Harold L. Sirkin, James W. Hemerling, and Arindam K. Bhattacharya.

The book describes how the established business model—centralized, top-down, process-driven and with influence running from West to East—is receding, perhaps vanishing.

“Globality is what comes next: a totally different kind of environment in which business flows in every direction, companies have no centers, and even the idea of foreignness is foreign,” said Sirkin, a senior partner and global leader of BCG’s Operations practice.

“The era of globality holds a number of surprises, especially for those who aren’t paying close attention to rapidly developing economies,” explained coauthor Hemerling, a senior partner and coleader of BCG’s Global Advantage initiative. “An Indian company virtually owns the small-motorbike market in a number of high-growth markets like Mexico, Colombia, Egypt, and Bangladesh. A Brazilian metals company now controls the biggest nickel miner in Canada. A Chinese maker of baby strollers has 80 percent of the Chinese market and 28 percent of the U.S. market and develops new products at an astonishing rate. These new global challengers are changing the game in every industry.”

An Unprecedented Wave of New Competition from Developing Markets

The book uses dozens of examples to bring to life the tidal wave of challenger companies from developing nations that are remaking global competition, on the scale of the United States’s first challenging Europe and Japan’s first challenging the United States. “This wave is more like a tsunami and will make earlier waves look like a ripple,” said Hemerling.

The New Imperative: Learn from the Developing-Market Challengers

The new challengers aren’t simply serving and supplying incumbent leaders and dominating home markets; many are grabbing worldwide leadership positions. Accordingly, it’s now just as important for established players in developed markets to look to the challengers for lessons as it is to look at traditional competitors.

Said coauthor Bhattacharya, a partner and coleader of the firm’s Global Advantage initiative, “We’re all realizing that the United States and other established markets aren’t going to be the center of the world for much longer. But when it comes to business, the story is more complicated. If current industry leaders internalize what’s happening in rapidly developing markets, study what challenger companies are doing there, and make a serious commitment to transforming their businesses, they will stand a good chance of continuing to compete successfully.”

Lessons from the Challengers: Cost Control, Local Customization, a Borderless Executive Suite, Impressive Global Growth

GLOBALITY describes how:

* Brazilian jet maker Embraer rose to be number one in small jets (those with fewer than 120 seats) and turned convention upside down—literally: The top of its newest jet is wider than the bottom. It provides more room without sacrificing fuel efficiency. The plane is so popular that orders are backlogged.

* Indian company Aravind Eye Care reengineered cataract surgery and now performs 250,000 surgeries annually; 60 percent of them are done for free, and the company still makes a profit.

* A repairman for appliance maker Haier kept having to unclog the drainpipes of customers’ clothes washers in rural China; they were using the machines to wash sweet potatoes. Now the machines come with a “vegetable wash” cycle.

* Chinese battery maker BYD uses assembly lines of hundreds of people each not only to reduce cost but also to increase efficiency; they can do shorter production runs, offer a wider range of products, and rapidly roll out new products while competitors are stuck retooling and reprogramming the robotics on automated assembly lines.

* In just five years, India-based Bharat Forge grew from a small local firm into the world’s second-largest automotive forgings company. The company believes in acquisition but not integration; acquired units are highly autonomous. Like many challengers, the company sees itself as “polycentric.”

“No market is too small or remote to offer some kind of valuable resource, cost advantage, or market opportunity. This rapid expansion of commerce—in all directions at once—threatens to swamp established leaders that fail to understand and respond to it,” said Sirkin. “However, being open to rapidly developing markets and learning from their best companies can open many doors to opportunities.”

Why Challengers Often Have Key Advantages in the Globality Era

The book points out that the strongest competitors from rapidly developing countries have important advantages that current leaders did not have during their markets’ industrialization:

* Origins: Challenger companies grew up—and were forged—in cost-challenged, hypercompetitive markets, and so they are, in many ways, custom-built for the challenges of this new era of global competition.

* Access: Challenger companies have access to the best expertise, technology, and business practices from around the world—already developed and ready to be adapted to their unique needs and competitive demands.

* Hunger: Challenger companies are no longer content to serve and supply established industry leaders; their executives, many of whom are highly educated, see themselves as worthy competitors to the world’s best and brightest. They aspire to the top ranks of global business and are leveraging all the resources at hand to achieve that goal as quickly as possible. They are determined to stand on the world stage on their own and control their own—and even their industries’—destinies.

How Some Established Players Are Adapting to and Benefiting from Globality

The incumbent leaders that are adapting well to globality are:

* Shifting autonomy and decision making outward, toward far-flung operations, in order to maximize their potential contribution to the total enterprise.

* Moving out of their comfort zones—redeploying assets to build commerce within the emerging regions, not just exporting jobs to them and importing products back to their home markets.

* Thinking big, superscaling, and acting fast—to match the speed and scale with which challengers have risen.

* Becoming more open to absorbing knowledge from abroad—adopting and adapting valuable skills and insights anywhere they can get them, even if they are not homegrown.

“Established companies can continue to win,” stressed Sirkin, “but it will involve breaking the frame of how they look at the world and acknowledging that it’s critical to draw upon the unique assets, capabilities, and perspectives of the developing world. That is what competing in the era of globality requires.”

To receive a copy of GLOBALITY: Competing with Everyone from Everywhere for Everything and supporting materials or to schedule a conversation with one of the authors, please contact Adria Greenberg at Sommerfield Communications, Inc. (212) 255-8386 or adria@sommerfield.com.

You can also visit the book’s Website at www.bcg.com/globality.

About the Authors

Harold L. Sirkin is a Chicago-based senior partner of The Boston Consulting Group and global leader of its Operations practice. He previously led BCG’s E-commerce and Information Technology practices, and is coauthor of Payback: Reaping the Rewards of Innovation.

James W. Hemerling is a San Francisco-based senior partner of The Boston Consulting Group, coleader of its Global Advantage initiative, and a core member of its Strategy and Operations practices. Until recently, he was managing director of BCG Greater China, based in Shanghai.

Arindam K. Bhattacharya is a New Delhi-based partner of The Boston Consulting Group and coleader of its Global Advantage initiative. He is also part of the global team that leads BCG’s Industrial Goods practice.

About The Boston Consulting Group

The Boston Consulting Group (BCG) is a global management consulting firm and the world’s leading advisor on business strategy. We partner with clients in all sectors and regions to identify their highest-value opportunities, address their most critical challenges, and transform their businesses. Our customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that our clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 66 offices in 38 countries.

For more information, please visit www.bcg.com.

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CMO Council survey stresses need to recalibrate sales and marketing processes

by Editor 6/10/2008 2:00:00 PM

The Chief Marketing Officer (CMO) Council today released the findings of its "Driving the Bottom Line from the Front Line" study, a major global research initiative that delivers an alarming message: the majority of global companies surveyed acknowledge significant deficiencies in their go-to-market capabilities and marketing and sales processes.

More than 1,000 senior marketing and sales executives from enterprises across multiple industries responded to the CMO Council survey. This research initiative was conducted in partnership with The Boston Consulting Group (BCG), which contributed perspectives on building global marketing and sales capabilities and developing successful go-to-market processes.

The report can be downloaded from the CMO Council web site (www.cmocouncil.org).

The CMO Council and The Boston Consulting Group define the "go-to-market" process as comprising the strategic and tactical aspects of delivering and supporting a product or service offering in the marketplace. This includes product specification, pricing, distribution, marketing communications, sales, after-market support and customer experience management.

The survey examines a broad range of marketing and sales variables tied to companies' go-to-market processes -- including their strategies, functional competencies, operational processes, customer knowledge, relationship management practices, budgeting and level of innovation.

The survey revealed that a surprising number of marketing and sales executives at some of the world's largest and most respected corporations acknowledge a major disconnect between what they know they should be doing and what they are actually doing in terms of enhancing their go-to-market processes. What's more, respondents gave themselves decidedly low marks when assessing their existing processes. Specifically, marketing and sales executives were highly negative when it came to rating their go-to-market effectiveness. Only 6 percent of senior marketing executives rated their go-to-market capabilities as extremely good and only 6 percent of senior sales executives placed themselves in the top category.

Among large-company respondents -- those with more than $1 billion in annual revenues -- the numbers are only slightly better, with roughly one in 10 executives rating their go-to-market capabilities as extremely good.

"To the extent that they are striving to enhance their go-to-market skills, many companies seem to be focusing largely on small and near-term problems instead of tackling larger strategic, operational and organizational issues," notes Donovan Neale-May, Executive Director of the CMO Council. "This shortsightedness can have broad and negative ramifications for enhanced efficiencies, revenue generation and profitability. What's more, while effective marketing and sales strategies should be derived from proven techniques and processes, they must also encompass innovative new approaches -- something that many companies are not currently doing."

"Continuous changes in the global marketplace require that companies have a strong and ongoing developmental focus on improving their go-to-market capabilities," says Miki Tsusaka, a Senior Partner and Global Leader for the Marketing and Sales practice of The Boston Consulting Group. "To succeed, companies need all marketing and sales functions working together holistically. Moreover, these functions must be closely aligned with an enterprise's corporate growth plan and strike the right balance of getting internal and external (i.e., consumer/customer/competitor) inputs."

"It's time for marketing and sales chiefs to aggressively enhance their go-to-market capabilities, which will help them to drive the bottom line from the front line and impact overall business performance," Neale-May adds.

Other key findings from the survey include:

-- Slow Transition from Vision to Action: While the vast majority of executives view marketing and selling capabilities as the most critical contributor to commercial success, many have not made the effort to take action by engaging in major or sustainable capability-building initiatives in the last five years. Two-thirds (66 percent) have undertaken fewer than four high-profile initiatives to improve their marketing and sales capabilities over the last five years.

-- Short-Term over Long-Term: When it comes to strengthening their business, many high-ranking executives seem more focused on near-term operational challenges than on building advantage over a longer time horizon. Most of the executives surveyed said they were focused on selling effectiveness and account management (43 percent), while placing less importance on longer-term capabilities such as customer data capture, integration, mining and warehousing (15 percent). Improvements in channel management (14 percent) or multifunctional selling teams (11 percent) also ranked relatively lower.

-- Insufficient Training Relative to Other Talent Investments: A majority of respondents (56 percent) said that investments in people (talent and performance management) will be key to enhancing go-to-market performance over the next three years. Yet relatively few (24 percent) are planning to improve their existing teams' skills and capabilities via increased training and development.

-- Attention Focused Inward vs. Outward: While most marketing and sales professionals (58 percent) strive to be considered best-in-class, few are prioritizing analysis of competitors' strengths and best practices. Less than 8 percent ranked looking at best practices externally or internally as a top priority.

-- Resting on the "Tried and True": Companies appear to be relying on traditional metrics such as revenue growth (85 percent), acquisition and retention (53 percent), market share (49 percent), and margin improvement (47 percent) for evaluating go-to-market performance. Input and insight from consumers, as well as the channel, are lower on the list of priorities. As technology advances and evolving markets demand fresh and innovative thinking, marketing and sales have to keep pace.

About the CMO Council

The Chief Marketing Officer (CMO) Council is dedicated to high-level knowledge exchange, thought leadership and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide-range of global industries. The CMO Council's 3,500 members control more than $90 billion in aggregated annual marketing expenditures and run complex, distributed marketing and sales operations worldwide. In total, the CMO Council and its strategic interest communities include over 6,000 global executives across 57 countries in multiple industries, segments and markets. Regional chapters and advisory boards are active in the Americas, Europe, Asia Pacific, Middle East and Africa. The Council's strategic interest groups include the Coalition to Leverage and Optimize Sales Effectiveness (CLOSE), the Individualized Relationship Marketing (IRM) Center, Brand Management Institute, and the Forum to Advance the Mobile Experience (FAME). More information on the CMO Council is available at www.cmocouncil.org.

About The Boston Consulting Group

The Boston Consulting Group (BCG) is a global management consulting firm and the world's leading advisor on business strategy. It partners with clients in all sectors and regions to identify their highest-value opportunities, address their most critical challenges, and transform their businesses. A customized approach combines deep insight into the dynamics of companies and markets with close collaboration at all levels of the client organization. This ensures that the firm's clients achieve sustainable competitive advantage, build more capable organizations, and secure lasting results. Founded in 1963, BCG is a private company with 66 offices in 38 countries. For more information, please visit www.bcg.com.

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Consulting Magazine names Top 25 Consultants of 2008

by Editor 6/9/2008 3:33:00 PM

Consulting Magazine has revealed the annual list of the Top 25 Consultants of 2008.

This year's most successful consultants come from 23 companies, have very different backgrounds and current responsibilities in their firms.

 

They are:

  • Shumeet Banerji, Booz & Company
  • Peter Cheese, Accenture
  • Kathryn Hayley, Aon Consulting
  • Daniel Mahler, A.T. Kearney
  • Charles Farkas, Bain & Company
  • Antonella Mei-Pochtler, The Boston Consulting Group
  • Jacquie Walker, Buck Consultants
  • John Sarnese, CSC
  • Jocelyn Conningham, Deloitte Consulting
  • Michael Fucci, Deloitte Consulting
  • Raju Lal, Ernst & Young
  • Richard Schroth, Executive Insights
  • Stephen Brant, Hitachi Consulting
  • David Shade, Huron Consulting Group
  • Peter Korsten, IBM
  • Raj Joshi, Infosys Consulting
  • Hugo Van Nispen, KEMA
  • Cari Bunch, Kurt Salmon Associates
  • Mark Goodburn, KPMG
  • John Merkovsky, March Risk Consulting
  • Adrian Slywotsky, Oliver Wyman
  • Michael Dunn, Prophet
  • Miles Everson, PriceWaterhouseCoopers
  • Karen Vander Linde, PriceWaterhouseCoopers
  • Alan Wexler, Sapient

 

 

The consultants' brief profiles can be found on the Consulting Magazine website.

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