REPRINTS

SPECIAL ISSUE

CONSULTANTS AT WORK Insight into the Consulting Industry Leon Michael Caesarius and Jukka Hohenthal
Mercury Magazine 2013, Spring/Summer (Special Issue on the Business of Consultancies), Issue 4, pp. 28-37 Copyright 2013 Department of Business Studies, Uppsala University [ISSN 2001-3272] Mercury Reprint 04132837

SPECIAL ISSUE

Insight Into The Consulting Industry

by leon michael caesarius and jukka hohenthal
photography polina zhigalkina

Consultants are an integral part of the modern business world. As professional service providers they act behind the scenes to solve a plethora of issues that their clients are facing. Their work mirrors therefore the challenges faced by public and private organizations. But what are the five most common issues and challenges today? We asked four leading consulting firms within the areas of management, technology, finance, public relations and marketing to help us gain some insight into the hot topics of the consulting industry today and five years ago.

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Today companies ask for more specific and tangible advices that are directly linked to business benefits, for instance: in what markets should we grow next? How can we reduce our costs for raw material? How do we turn the declining profitability curve around? Should we buy this company or not?
johan berg
Managing Director, Boston Consulting Group Stockholm

faced by clients to consulting firms dealing with strategy and management issues we turned to Boston Consulting Group Stockholm, the hub of the companys Nordic operations. Boston Consulting Group is perhaps one of the most known management consulting firms, providing among other things advisory services on business strategy. We asked Johan berg, partner and managing director of BCG Stockholm, to help us understand what the five most common issues and challenges are, faced by their clients. There has been a change of focus on an overall level according to berg. Projects and studies with a less evident connection to value creation and to managers everyday decision making have decreased in demand. Today companies ask for more specific and tangible advices that are directly linked to business benefits, for instance: in what markets should we grow next? How can we reduce our costs for raw material? How do we turn the declining profitability curve around? Should we buy this company or not?, explains berg. He emphasizes though that this shift in demand for more tangible advices with a clear connection to value creation is not dramatic, but still evident. He believes that one reason for his change of focus is the increased pressure felt by Swedish companies to focus more on efficiency which in turn increases the demand for a more direct return on investment in the type of services that BCG offers. The demand therefore, for services such as the development of new governance models or macro-trend analyses, has decreased while enterprise-wide transformation programs for instance, have increased.
to understand the challenges

On the very top of the list, and unchanged compared to five years ago, are issues that relate to strategy development. Strategy development is our core competence and part of our corporate DNA, says berg. Strategies are always work in progress and they do not last forever. The issues faced by clients may be many and varied. Changes and further development of strategies may be necessary as a reaction to, for instance, evolving customer preferences, emerging market opportunities, changing political and economic climate, but also as a reaction to financial crises or new moves by competitors. Strategy development may therefore be the solution to a mix of issues which may also be internally founded. Clients may find certain issues to be too complex to handle and require expertise knowledge. They may want a second opinion or simply an objective opinion that would help boost credibility among for instance members of the board, explains berg. But what exactly does strategy development entail? Strategy development can for instance entail reviewing and renewing the current strategy, analyzing and proposing a growth strategy, or developing the corporate portfolio strategy, he continues. The focus changes over time and calls attention to particular issues: We are currently witnessing an increased interest and focus on emerging markets among clients operating in manufacturing sectors, while the focus for instance among clients in consumer markets such as retailers, is very much centered on online issues, says Johan berg. Equally unchanged is the second issue that relates to operational improvements and more precisely, to various measures of increasing the operating cost ef-

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1. STRATEGY DEVELOPMENT

1. PROCESS IMPROVEMENT

1. FUTURE OF CAPITAL MARKET

1. CSR 2.0

Reviewing and renewing strategies, developing growth strategies and corporate portfolio strategies.
2. OPERATIONAL IMPROVEMENT

Technology-enabled process improvements to quickly drive value.

2. ERP IMPLEMENTATION

Difficulties in attracting new companies to the stock market since a non-public environment is believed to grant a greater degree of freedom.
2. REGULATORY BURDEN

Integrating the companys corporate social responsibility into the business strategy.
2. NEW CRISIS LOGIC

Improving performance by addressing the efficiency and effectiveness of business processes.

3. TRANSFORMATIONS

Implementing systems to transform companies into truly globally integrated enterprises.

3. 3RD GEN. OUTSOURCING

Managing the tsunami of new regulations that dramatically increase the regulatory burden.
3. CFO TASK COMPLEXITY

Understanding how a new media landscape is organized, prepared and managed.

3. CORPORATE BRANDING

Carrying out enterprise-wide change programs as a reflection of increased consolidation and competition in many industries as well as increased demands from owners.
4. DUE DILIGENCE

Combined application transformation outsourcing to enable 100% global delivery using smarter technology.
4. ANALYTICS AND BIG DATA

Carrying out thorough and professional evaluation of potential acquisitions.

5. ENABLEMENT

Using analytics and big data from internal sources as well as from customers and suppliers to drive smarter predictability of customer demand and experience.
5. CLOUD AND SaaS SOLUTIONS

Managing increased task complexity and diversity. The expanded responsibilities increasingly demand specialist knowledge and expertise.
4. EUS MICRO-MANAGEMENT

Strengthening the market position while also playing a bigger role in society.
4. INTERNAL COMMUNICATION

Using communication as a strategic tool for implementing business strategy.

5. E-TAIL

The European Unions increased interest to micro-manage issues related to corporate governance.
5. NEW ACCOUNTING RULES

Marketing and selling products when consumption has moved from the physical store.

Transferring knowledge to client organizations for more lasting change following projects.

Increasing flexibility and decreasing costs with centrally hosted software and data delivery solutions.

Managing the introduction of new accounting rules believed to have a big impact on a companys financial standing.

1. STRATEGY DEVELOPMENT

1. PROCESS PERFORMANCE

1. IFRS

Reviewing and renewing strategies, developing growth strategies and corporate portfolio strategies.
2. OPERATIONAL IMPROVEMENT

Solving local process performance issues.

2. ERP IMPLEMENTATION

Managing the changes following the implementation of the International Financial Reporting Standards
2. FAIR VALUE ACCOUNTING

1. INTEGRATED COMMUNICATION

Improving performance by addressing the efficiency and effectiveness of business processes.

3. ORGANIZATIONAL REVIEWS

Harmonizing processes across countries enabling companies to be more international.

3. 2ND GEN. OUTSOURCING

Exploring social media and the web to ensure message consistency in all communication channels.
2. CSR 1.0

Managing the introduction of fair value accounting.

3. REGULATORY BURDEN

Outsourcing of applications leveraging global delivery.

4. TECHNICAL INTEGRATION

Reviewing the organization as a whole which may include for instance governance review, work flow review and more.
4. COST REDUCTION PROGRAMS

Integrating back-end applications internally as well as externally.

5. CUSTOM DEVELOPMENT

Keeping up-to-date on ever more extensive and complex rules particularly related to regulatory reporting and licencing issues.
4. MANUFACTURING IN CHINA

Initiating communication processes indicating responsibility for more than just making a profit
3. ALLOCATING THE MARKETING BUDGET

Cutting costs in order to improve company profitability, to eliminate waste and inefficiency.
5. DUE DILIGENCE

Developing new in-house applications.

Managing the relocation of production to China in terms of restructuring activities.

5. FINANCING

Identifying the ultimate combination of media purchases.

4. BRAND FIXATION

Carrying out thorough and professional evaluation of potential acquisitions.

Managing problem loans and dealing with reconstruction problems following the subprime crisis in the United States.

Understanding how preferences regarding individual products are created.

5. THE BATTLE FOR RETAIL SPACE

Understanding how communication can support increased retail space.

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ficiency. There is evidence of a shift in focus on these issues too, according to Johan berg: We have identified a shift in focus from pure cost reduction programs to more efficiency enhancing measures, for example through lean production and procurement programs, he explains. The third issue however, is a newcomer on the list and concerns large enterprise-wide transformation programs. This is currently an area under rapid expansion. The need for enterprise-wide change programs is a reflection of increased consolidation and competition in many industries, combined with increased demands from owners. We have developed a greater expertise and scale in this area, that allows us to handle this type of complex assignments which often extend over a long period of time, says berg. Transformation programs may be necessary to commence in instances where companies are in need of a turn-around as berg puts it, meaning for instance turning a negative or a weak profitability or growth trend. In this type of projects BCG works closely with clients across their value chain and at depth in their organizations. Enterprise-wide transformation projects entail a number of important components. Some of the most important components of a transformation program are production efficiency, purchasing efficiency, reorganization and commercialization strategies, he explains. The fourth issue concerns commercial due diligence, which was part of the list five years ago. Simpli-

fied, commercial due diligence in this case means the strategic analysis of a potential acquisition. The need for a thorough and professional evaluation of potential acquisitions has increased over time and this is as a result of investors becoming more professional over time, for instance private equity funds, says Johan berg and continues: The increased focus on value creation in the operational and strategic dimension of an acquisition as opposed to the financial dimension, has also increased the demand for the kind of advisory services that we offer. The fifth and final issue is a newcomer on the list and defined as enablement. It regards knowledge transfer to client organizations, to create a more lasting change following the completion of large projects, since many of them can be accomplished from the outside-in, driven by BCG. The risk with this is that when a project has been completed and the expected return generated, clients are left to their own devices and hence with an unchanged ability to carry out the kind of projects that BCG just delivered, says berg. He therefore sees a trend where clients increasingly demand that some of the skills and knowledge in the projects are transferred to the client organization. In practice this could mean everything from involving the client in close collaboration in the everyday project work, to providing formal training both during and after large projects, such as transformation programs in order to ensure continuity and the transfer of skills and knowledge, explains berg.

in the area of technology, and perhaps more precisely information and communication technology, we turned to IBM Svenska and their consulting division, known as Global Business Services (GBS). The division focuses on providing management consulting, systems integration and application management services. We asked the country manager of GBS, Olle Andersson, to help us gain an understanding of the problems clients face today.

The focus has changed on an overall level according to Andersson. Five years ago many of the problems related to back office processes and local business improvement. Today the focus is on making client centric business processes smarter in combination with integrating companies globally. But what exactly does smarter entail here? The term smarter is, I admit, a very broad term. Lets use banks as an example. They have been brought right at the hands of customers by

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Ultimately what you have found in your studies, the tasks that you are proposing, need to be realized, they need to be implemented. Customers today require to a far greater extent that you take responsibility for what you as a consultant have come up with. So very quickly you get to the question of how to do it and today, as everyone knows, we have a huge technology focus in everything we do, so you end up in discussions with clients about for instance, infrastructure, applications, mobility, big data and so on
olle andersson
Country Manager, Global Business Services, IBM Svenska

means of a combination of hardware, software and a lot of processes, but its really none of these individual components of an online bank or a mobile bank that is unique. What is unique is the composition, the interconnectivity and what this can bring to the table. This is what the smarter concept indicates at IBM; where you link technology and business processes in an intelligent way to create, as in this example, a solution of some sort. Imagination is the only limit to what can be accomplished, if you ask me, he states. Andersson identifies the single most common problem faced among clients today, to relate to various forms of process improvements to quickly drive value. However, he emphasizes that all of these improvements are today technology-enabled as clients demand that consultants take responsibility in implementing their proposed solutions, which in turn most often rely heavily on some form of technology infusion. In the old days we had a segmentation of the consulting industry that was pretty much clear cut. We had for instance strategy consultants, process consultants and we had IT consultants. What we are witnessing today is that this is starting to loosen up all the more, says Olle Andersson. It is very hard for instance to be a strategy or process consultant solely. Ultimately what you have found in your studies, the tasks that you are proposing, need to be realized, they need to be implemented. Customers today require to a far greater extent that you take responsibility for what you as a consultant have come up with. So very quickly you get to the question of how to do it and today, as everyone knows, we have a huge technology focus in everything we do, so you end up in discussions with clients about

for instance, infrastructure, applications, mobility, big data and so on, Andersson explains. According to Olle Andersson, ERP implementations used to transform companies into truly, as he puts it, globally integrated enterprises constitutes the second most common problem faced by clients today. One reason why such implementations are still very much at the center of things is because they have embraced and incorporated new tools from, for instance, the analytics and business intelligence side as well as from the mobility side. Another reason for the focus still being on such implementations today is the lack of integration, particularly among large multinational corporations with operations spanning 50, 100, or more countries. There are many companies today who say they are globally integrated for instance saying they are running SAP across the globe but when you look closely you often discover that in the 100 countries there are 100 different installations. They lack homogenous data sets, homogeneous processes, so what you really are talking about are a hundred different SAP systems that are configured in a hundred different ways. This of course drives tremendous costs on for instance process efficiency, and ultimately on business efficiency, argues Olle Andersson. Should the managers consider addressing this issue seriously, then they would realize early on that such changes do not happen overnight. This is a journey that takes ten years and costs billions but it has to be done in order for global corporations to grow, develop and to be able to operate in the way that they want to, he continues. But how far can the homogenization of for instance systems and data sets be pushed, given the rapid technological development where unexpected technologiM E R C U R Y

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There are many companies today who say they are globally integrated for instance saying they are running SAP across the globe but when you look closely you often discover that in the 100 countries there are 100 different installations. They lack homogenous data sets, homogeneous processes, so what you really are talking about are a hundred different SAP systems that are configured in a hundred different ways. This of course drives tremendous costs on for instance process efficiency, and ultimately on business efficiency
olle andersson
Country Manager, Global Business Services, IBM Svenska

cal shifts are lurking around the corner? Is it possible to expect truly, in the sense of fully, globally integrated enterprises? I do not believe that we can speak in terms of reaching a hundred percent. Perhaps we can reach that on certain individual processes or individual functions in a company, Andersson answers. The third most common problem relates to what Andersson calls the third generation of outsourcing. The first generation had a rather simple design: a third party took over processes, infrastructure and applications, but also local personnel who simply changed employer. Clients freed up capital and ended up with a variable rather than a fixed cost. Besides taking over the process, the second generation of outsourcing also entailed refinement and most often transferring the delivery offshore. The third generation however is more comprehensive: It often involves a rather large but hidden transformation, meaning that the process of refining the outsourced component or process is significantly greater. Basically you take the outsourced component and make a major project out of it, a change project which can be more or less pervasive both in process terms and technology-wise, says Andersson. An outsourcing project was previously typically led by a Swedish company with, for instance, Indian consultants being responsible for the delivery. Today however this is not the norm as offshore centers may very well take on management responsibilities. We have seen a change on this matter, where for instance Indian consultants accept management responsibilities in a project while delivery is taken care of by local resources in Sweden. There is obviously a cost issue here but we have established many offshore centers, like in Egypt, Brazil, China and India and its not just IBM. Rather this is an industry-wide development, he argues.

The fourth most common problem is closely connected with analytics and big data. Most often it carries the objective to drive smarter predictability of customer demand and experience. Big data is today primarily the concern of actors in consumer markets. There is however indications of increased interest from producers of industrial products, such as machinery but also from actors within the automobile industry who want to build safer cars. Take for instance machines in a production line. They must roll at all times. They are equipped with sometimes hundreds of censors, producing information that is pretty much locked into the machines. Service technicians use this information to conduct maintenance. With todays technology you can quite easily connect the machines and build an application around them to collect all this data and have it analyzed somewhere else to make maintenance easier and more cost effective this is what we call smarter machines, explains Olle Andersson. IBM is also known for their Watson technology, designed to deal with complex analytics. Following its participation at Jeopardy in 2011, the most known showcase of Watson, the technology is today used within healthcare and meteorology, to create what IBM calls probability-based responses. The fifth and final most common problem that clients face relates to cloud services and to the software and data delivery model of SaaS (software as a service). In comparison to traditional licensing models, centrally hosted software helps reduce costs associated with for instance maintenance and support. Cloud and SaaS solutions are embedded in most deals to allow customers to set up new services with speed at a lower cost, says Olle Andersson.

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Today we are witnessing an increasing task complexity and diversity of the CFO. In addition to accounting and reporting tasks, the responsibilities often include issues such as risk management, treasury, tax, corporate governance, acquisitions and sales of business and business units as well as the management of investor relations
svante forsberg
Chairman, Deloitte Sweden

to understand the development among consulting firms dealing with financial matters, we turned to Deloitte Sweden. Although an independent unit, the firm operates under the brand Deloitte and collaborates with other units around the world to provide audit, consulting, financial advisory, risk management and tax services. We asked the chairman of Deloitte Sweden, Svante Forsberg, to provide us with some insights on the problems clients face today. Forsberg identifies the most common problem being related to the future of the capital market. There is an ongoing debate in media, he says, on the future of the stock exchange, connected to the growing requirements for listed companies where one important question concerns how often companies must report. The stock market has had difficulties in attracting new companies. Many board members see private equity as a better option than going public. This is not just because of the complexity they simply experience a greater degree of freedom in the non-public environment, explains Svante Forsberg. The complexity however, plays a major role as companies are witnessing an increased regulatory burden. Forsberg classifies the burden as the second most common problem that clients face today. Finansinspektionen monitors approximately 3800 Swedish financial companies and 900 foreign companies. Although it may not be a big number, their supervision affect virtually all consumers, he says. He explains the burden as a tsunami of new regulations on banks, insurance companies and fund management companies. Regulators have also become much tougher in their monitoring and it seems they often go by form over substance, he continues.

Nobody is left unaffected by this development, least of all the chief financial officer of the company who needs more external support than ever before. Forsberg points to the difficult role of the CFO as the third most common problem faced by clients. Today we are witnessing an increasing task complexity and diversity of the CFO. In addition to accounting and reporting tasks, the responsibilities often include issues such as risk management, treasury, tax, corporate governance, acquisitions and sales of business and business units as well as the management of investor relations, explains Svante Forsberg. There is therefore still a great interest among clients on outsourcing administrative services that involves IT, finance and accounting tasks. The increased complexity has also gained much attention in current accounting research, explains Fredrik Nilsson, professor at the Department of Business Studies, with particular focus on accounting. What we can say with certainty is that being the CFO of a company today is far more difficult than before. I believe it begs the question of whether or not we can expect one person to be able to cope with all these issues, to understand them and to have the knowledge and skills required to deal with them, Nilsson argues. How then should we define the core competence of a CFO? Is he or she the mainstay, the person at the heart of things who is expected to manage complex information, to create structures and processes by which to deal with it, and can we really expect a CFO to truly understand all these complex issues? I think that this is too much to ask for. I therefore believe that we will need a higher level of specialization in the field, and this will be to the advantage of large consulting firms such as Deloitte. They have enormous resources, tech-

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nical expertise on these matters and more, explains Fredrik Nilsson and continues; the question is who is going to be responsible for accounting issues in the future; will that be the desk in London for instance, or somebody else?. The fourth most common problem clients face today according to Svante Forsberg is the European Unions increased interest to micro-manage issues related to corporate governance. I believe we are witnessing a very clear dividing line on the future of corporate governance between countries in Southern Europe, the UK and the Nordic countries. The Swedish model of self-regulation, which many believe has been beneficial for the Swedish economy and society at large, is questioned by many countries in the EU. Forsberg informs that in addition to organizing seminars designed to answer the question of how to further develop corporate governance at the national level, people at Deloitte also work hard to influence Brussels. We work with these issues in Brussels but also with Swedish self-governance bodies to try to stop EU proposals that we believe are harmful to the Swedish industry and economy, Forsberg explains. This rather proactive stance surprises to a certain degree Fredrik Nilsson. Without doubt accounting has become, and is becoming, more and more complex, and that affects the auditors roles and how they are conducting their

auditing. I can therefore understand that they try to work against even more complex rules. It is a bit surprising though, that they are very open with their proactive way of working, says Nilsson. Finally, the fifth most common problem refers to new accounting rules that have recently been introduced and are believed to have a big impact on companies financial standing. They regard pensions, financial instruments, and perhaps above all, there are new rules on leasing which I believe will affect important key performance indicators and how companies will describe their operations, says Svante Forsberg. He emphasizes again that Deloitte is trying, both in Sweden and in the EU, to work against new rules becoming too complex and to avoid accounting rules having to guide business decisions. The above mentioned issues share certain features according to Fredrik Nilsson. All of them are very much connected to how companies report externally. I would also characterize them as hard core accounting issues, many times approaching the policy level. This focus is perhaps not surprising, given for instance the recent financial scandals which, as we have witnessed, can lead to complete disasters. Lawmakers and others have noticed this and gradually tightened the legislation which in turn has fueled complexity, he explains.

to gain an understanding into the areas of public relations (PR) and marketing we turned to Prime. The company is the worlds most highly-awarded PR agency focusing on providing services within a plethora of areas such as public affairs, marketing communication, corporate communication as well as crisis communication. We asked Carl Fredrik Sammeli, founder of the company to guide us on the problems and challenges faced by clients. According to Carl Fredrik Sammeli there are two fundamental changes on an overall level that have created new prerequisites for their clients challenges: In part, the media landscape has fundamentally

changed because of new technologies and the impact of social media; in part the perception of the role of businesses in society has changed, says Sammeli and continues: The financial crisis has sharpened the demands and expectations for corporate behavior, which has changed the roles and challenges of communication. If the focus was previously on creating attention that generates a certain value, today we can say that companies must create value, which in turn generates attention. Our clients must also act on new media opportunities, where news now spread through media as well as through bloggers or social media.

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The financial crisis has sharpened the demands and expectations for corporate behavior, which has changed the roles and challenges of communication. If the focus was previously on creating attention that generates a certain value, today we can say that companies must create value, which in turn generates attention.
carl fredrik sammeli
Founder, Prime

The most common problem faced among Primes clients today is how to integrate corporate social responsibility (CSR) into business strategy. The boundaries between our clients target groups are becoming more fluid, and we find that clients recognize the need to address multiple stakeholders in parallel. Integration between a companys corporate responsibility activities and their actual operations is therefore increasingly important, explains Carl Fredrik Sammeli. He mentions that this trend is most evident in project start-ups. More people are involved in these processes now than before. For example, the client can be represented by the environmental manager, communications manager and marketing manager at the same time, because projects are becoming more complex, he continues. The second most common problem relates to what Prime calls a new crisis logic. The increased transparency and insight into a companys business is driven by social media, but also by technical functions we see that data-driven journalism provides new opportunities for review, says Sammeli. But how are clients to understand this new media landscape and how do they relate to risk and crisis management? The conditions for how our clients relate to risk and crisis management have radically changed, and therefore improved skills and more proactive action is required, risk can no longer be managed by having good relations with the media, because the news flow can be driven by noneditorial actors, such as bloggers. The clearest example of this is when BPs name was used in the creation of a popular but fake Twitter account in connection with the oil spill in the Gulf of Mexico, he argues. The third most common problem relates to corporate branding. More specifically it concerns solving the puzzle of strengthening the market position of a company while simultaneously also satisfying the expectations of playing a bigger role in society. Today consumers see greater opportunities for influence through consumption than through the ballot box, says Carl Fredrik Sammeli. He argues that consumers consequently make purchasing decisions to a greater extent based on a companys values rather than the products attributes. This creates the need for a clearer

profiling at the business level for our clients. There are ample examples showing that marketing communication must be part of a larger context in which a companys story is given greater importance, he adds. He identifies several examples such as Procter & Gamble, Lantmnnen and other companies that have started to communicate their brand alongside the product brands. Carl Fredrik Sammeli identifies the fourth most common problem faced by clients to be how to improve corporate governance through internal communication. Higher demands for quick responses to changes in the market have created the need to use communication as a way to expedite the internal, and thereafter external, impacts of new business strategies, says Sammeli. But how can communication be a strategic tool for implementing business strategy? Communication is a powerful tool to ensure quick implementation of new business strategies. However, as our clients have realized, communication channels need to be enhanced in terms of content but also need to be expanded in terms of their very definition for example, managers within the organization should be included in the construction of these channels. Traditional management consultants lack the communicative dimension, which means communication agencies can take the lead in these traditional leadership-oriented areas, he explains. The fifth and final most common problem faced by clients relate to smart phones and online retail (e-tail). How to market and sell products when consumption is moved from the physical store is an issue that engages many of the firms clients. The impact of smartphones and e-tail has changed the circumstances for us and for our commercial clients way of relating to the marketing and sale of consumer products, Sammeli explains. He argues that understanding consumer behavior in technical sales channels and in successful platforms for social shopping is a major challenge: We can assist with our knowledge about how communication can be the best way to utilize the dynamics between these two, in order to drive both branding issues and concrete sales. Those clients who are open to innovative solutions have much to gain from this development, says Carl Fredrik Sammeli.

ABOUT THE AUTHORS

Leon Michael Caesarius is Assistant Professor at the Department of Business Studies (Uppsala University). Scan the first QR-code above with your smartphone to find out more about the author or contact him by email at Leon.Caesarius@fek.uu.se. Jukka Hohenthal is Associate Professor at the Department of Business Studies (Uppsala University). Scan the second QR-code above with your smartphone to find out more about the author or contact him by email at Jukka.Hohenthal@fek.uu.se.

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