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We believe the OM
segment of consulting
continues to be the
most valued piece of
the consulting industry
from strategy to IT
implementation its
where the rubber meets
the road and where
value is delivered.
Executives know that
business strategies fail
without appropriate
operational strategy and
implementation. While
all the other consulting
markets, like strategy,
BPO, and IT, are
valuable and generate
significant firm revenue,
the OM space is just
white hot.
Scott Hefter
Global Managing Director
PRTM
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
OM Practices, 2010
Operations Management
Consulting Marketplace
quantifies the anticipated
impact of these and
other influences in the
full report, and further
examines the major
internal and external
drivers of consulting
spend.
Practice
A.T. Kearney
ABeam
Accenture
Alexander
Proudfoot
AlixPartners
Alvarez &
Marsal
Arthur D. Little
Atos Origin
Bain & Company
BCG
Booz &
Company
Booz Allen
Hamilton
Capgemini
Celerant
Consulting
CSC
Deloitte
Ernst & Young
Highland
Worldwide
Hitachi
Consulting
Huron Consulting
IBM
Ineum
Infosys
KPMG
International
Kurt Salmon
Associates
Marsh Risk
Consulting
McKinsey &
Company
Navigant
Oliver Wyman
PA Consulting
Group
Performance
Improvement
Operations
Risk
Financial
Operations
Organizational
Operations
Customer
Interaction
Management
R&D, Product,
and Service
Development
Operations
ces
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n
See eratio
Op
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
and
Growth Forecasts
Financial Operations
North America
Operational Risk
Organizational Operations
Performance Improvement
Asia Pacific
Latin America
Manufacturing
Public Sector
Energy
Retail
Financial Services
Utilities
Healthcare
Other Industries
For in-depth analysis of all OM consulting trends, drivers and inhibitors, including
details on the specific trends affecting each OM consulting industry segment and
key geography, please refer to complete research.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
Lars Weigl
Global Head
of Performance
Improvement practice
Ernst & Young
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or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
for
The research features exclusive rankings of the most powerful consultancies in the
OM consulting market. In determining each Kennedy Vanguard for OM Consulting
Practices, 2010, Kennedy analysts assessed firms on the relative breadth and depth of
their respective capabilities within the OM consulting marketplace.
The Kennedy Vanguard provides clients with expert perspective on the relative
strengths and weaknesses of the leading providers, as well as the cumulative impact
that specific dynamics in the OM market and each industry segment have on
competitive positioning. For example, only seven of the 31 firms Kennedy assessed
rated strong enough to be in the Kennedy Vanguard for OM Consulting Practices.
For more details, including a summary of placement and projection of momentum
for each, see complete research.
High
7 Practices in
the Vanguard
Regardless of the
economic situation,
Operational
Performance Excellence
is always on the minds
of executives, especially
where significant gains
and improvements can
be achieved across the
organization. It is a
topic that is high on the
CEOs agenda and one
that provides a sharp
lens on the business
what is working and
not working. Even the
role of the consultant
is changing from one
who gives advice to one
who shares the risk and
guarantees the success of
the project.
Carsten Vollrath
Operations Management
Global Practice Leader
Arthur D. Little
31 Practices
Assessed - in Total
Low
7 Practices Advancing
Low
High
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or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
on
Deloitte
A.T. Kearney
PRTM
IBM
KPMG International
PwC
Celerant Consulting
Each firm profiled details OM consulting practice revenue, growth rate, service
capabilities (by geography, practice and staffing), service emphasis (consulting and
outsourcing), and Kennedy analysts exclusive Insights and Strategy on each firm.
Rankings
of the
by
Revenue
THE AUTHORS offers a brief bio on each of the contributors to this research.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
Table of Contents
Executive Summary ......................................................................................................................... 9
Market Trends ........................................................................................................................................................... 11
Consulting Market Size and Growth ..................................................................................................................... 14
The Operations Management Consulting Landscape ......................................................................................... 19
Market Trends ................................................................................................................................ 29
Overview .................................................................................................................................................................... 29
The OM Market: Then and Now .................................................................................................................. 29
Client Focus Turning From Short-Term Cost Reduction to Revenue Growth and Long-Term
Cost Reduction................................................................................................................................................. 31
Using Operations as a Platform for Growth ............................................................................................... 33
The Need to Ensure Global Operations Alignment and Flexibility ........................................................ 35
Better Managing Partnerships ........................................................................................................................ 36
Improving the Customer Experience ........................................................................................................... 37
Supply Chain as Growth Lever ..................................................................................................................... 41
Improving Innovation Efforts: R&D and Product/Service Development............................................ 41
International and Local Market Client Challenges in Emerging Markets ............................................... 41
International Clients ........................................................................................................................................ 42
Local Market Clients ....................................................................................................................................... 43
Client Concern Over Sustainability Mounts, Though Investment Remains Muted ............................. 43
Drivers of Sustainability Operations Consulting ........................................................................................ 44
Operational Risk Remains a Concern........................................................................................................... 48
M&A, Post-Merger Integration, and Operational Restructuring ............................................................. 49
Market Size and Growth Forecasts ................................................................................................ 55
Overall Growth Projections .................................................................................................................................... 55
Forecast by Service Line .......................................................................................................................................... 59
Financial Operations ....................................................................................................................................... 60
Organizational Operations ............................................................................................................................. 62
Performance Improvement ............................................................................................................................ 63
Customer Interaction Management .............................................................................................................. 66
R&D and PSD Operations ............................................................................................................................ 68
Forecast by Geography ............................................................................................................................................ 69
North America ................................................................................................................................................. 69
Europe, Middle East, and Africa (EMEA) .................................................................................................. 73
Asia Pacific........................................................................................................................................................ 77
Latin America ................................................................................................................................................... 82
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or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
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2011 BNA Subsidiaries,
iv
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, a BNA business, Peterborough, NH USA
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
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2011 BNA Subsidiaries,
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Table of Figures
Figure 1. Trends Shaping Demand for OM Consulting Services, 2009 through 2013 .................................. 11
Figure 2. OM Consulting Market Size and Growth Forecast, 2009-2013 ....................................................... 15
Figure 3. OM Consulting Market Size and Growth Forecast by OM Segment, 2009-2013 ......................... 17
Figure 4. OM Consulting Market Size and Growth Forecast by Geographic Region, 2009-2013 .............. 19
Figure 5. Overview of Firms Serving OM Market and Service Emphasis/Differentiation.......................... 20
Figure 6. Largest Operations Management Consulting Practices by Revenue ............................................... 22
Figure 7. Examples of Firms With OM Consulting Revenue Between $100M and $325M, 2009 .............. 24
Figure 8. Capabilities Summary for Noteworthy OM Practices, 2010 ............................................................. 25
Figure 9. OM Consulting Value Chain Areas of Emphasis: 2006 to 2013 ...................................................... 29
Figure 10. Global GDP Growth at Real Market Exchange Rates by Major Region: 2004 to 2013 ............ 31
Figure 11. S&P 500 Corporate Profits: 2006 to 2010 ......................................................................................... 32
Figure 12. How Operations Can Fuel Growth: Revisiting the Operating Model .......................................... 34
Figure 13. Annual US Business Bankruptcies, 1994-2010 ................................................................................. 37
Figure 14. Historical Market Performance of Customer Experience Innovators: 2006 to 2010 ................. 38
Figure 15. Trends Shaping Demand for Sustainability Operations Consulting Services, 2010-2013.......... 45
Figure 16. Historical M&A Deal Value and Volume, 2006-2010 ..................................................................... 50
Figure 17. OM Consulting Market Size and Growth Forecast, 2009-2013 ..................................................... 56
Figure 18. OM Consulting Market Share by OM Segment, 2009 ..................................................................... 57
Figure 19. OM Consulting Market Size and Growth Forecast by Geographic Region, 2009-2013 ............ 58
Figure 20. OM Consulting Market Size and Growth Forecast by OM Segment, 2009-2013....................... 59
Figure 21. OM Consulting Market Size and Growth Forecast by OM Segment, 2009-2013....................... 60
Figure 22. Drivers and Inhibitors of Financial Operations Consulting, 2009-2013 ...................................... 61
Figure 23. Drivers and Inhibitors of Organizational Operations Consulting, 2009-2013 ............................ 62
Figure 24. Drivers and Inhibitors of Performance Improvement Consulting, 2009-2013 ........................... 63
Figure 25. Drivers and Inhibitors of Customer Interaction Management Consulting, 2009-2013 ............. 67
Figure 26. Drivers and Inhibitors of R&D and PSD Operations Consulting, 2009-2013 ............................ 68
Figure 27. North America OM Consulting Market Size and Growth Forecast, 2009-2013 ......................... 70
Figure 28. North America Operations Management Consulting Market Overview ...................................... 71
Figure 29. EMEA Operations Management Consulting Market Size and Growth Forecast, 2009-2013 .. 74
Figure 30. Trends Affecting Operations Management Consulting Market Growth in EMEA ................... 74
Figure 31. Asia Pacific OM Consulting Market Size and Growth Forecast, 2009-2013 ............................... 77
Figure 32. Trends Affecting Operations Management Consulting Market Growth in Asia Pacific ........... 79
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
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2011 BNA Subsidiaries,
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viii
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic or
mechanical, without the prior written permission of Kennedy Information, a BNA business, Peterborough, NH USA
Notice: No part of this publication may be reproduced, stored in a retrieval system or transmitted by any means, electronic
or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
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Management Consulting
Industry Practices
Strategy Consulting
Energy
Financial Services
Healthcare
High Tech
Public Sector
Utilities
HR Consulting
Benefits Consulting
Financial Consulting
Strategic Alternatives
Finance Management
Go to Market Strategy
Competitive Differentiation
Client Satisfaction
Tax Advisory
Geographic/Regional Markets
IT Consulting
Global Consulting
Europe Consulting
EMEA Consulting
Latin America Consulting
North America Consulting
For details please contact your Kennedy Client Service Leader or e-mail research@kennedyinfo.com.
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or mechanical, without the prior written permission of BNA Subsidiaries, LLC, a BNA business, Peterborough, NH USA.
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