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Global consulting industry revenues (including HR, IT, strategy, operations management and business advisory services) will be about $415 billion in 2013, according to Plunkett Research estimates. This represents reasonable growth from $391 billion in 2012. In the U.S., accounting and related services (such as tax preparation) generated an additional $131.6 billion in 2012, up from about $123.0 billion the previous year, according to the U.S. Bureau of the Census. http://www.youtube.com/watch?v=JxUMGE2f5SQ&feature=player_embedded Growth in global trade has rebounded from the very low levels of the recent recession. This fueled demand for consulting of all kinds, including management, HR, industrial and technology. Such nations as South Korea, Taiwan, China, Singapore and Indonesia are providing a wealth of new work for consultants. Firms with multi-cultural staffing capability and offices in strategic cities worldwide will benefit in particular. Recent growth in these nations has created myriad opportunities for consulting firms, both in government and private sector contracts, in industries ranging from transportation to energy to health care. Consultancies that do well in such an environment will be those that emphasize their ability to create cost-savings, enhance efficiencies and deal effectively with government austerity programs or other dramatic changes in governmental goals.
Overview Services
Colts professional services are your introduction to our subject experts and unrivalled, awardwinning customer care. We operate in complex and dynamic environments across 18 European countries and are dedicated to designing and managing solutions which support business transformation. Businesses are looking for expert advice to help them make the right choices and weigh value added against cost and risk. Colt Consulting offers a portfolio of tightly defined consultancy engagements that deliver the support businesses are looking for. We offer a consistent methodology and customer experience
right across Europe showing customers how they can get real results often in just a few weeks. Colts engagements are focused, short-term projects designed to produce results quickly. They help customers:
Know where they are and how to move forward Align IT with the needs of the business and make intelligent investment choices Understand and better manage risks and interdependencies when transforming the IT landscape.
Managed IT Services Network & Facilities Services Design Service Management Consultancy Project Management
Colt's consultancy & professional services offer network design, project ... We have 14 years experience of designing complex projects to exacting standards all
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IT Consulting Series Financial Consulting HR Consulting Series Strategy Consulting Series Operations Management Consulting Series
Financial Services Consulting Series Healthcare Consulting Series Public Sector Consulting Series
Fees in Consulting Utilization in Consulting Consulting in Compensation Benchmarks in Consulting: Financial and Operational Metrics
Advisory Services
For Consulting Providers and Buyers of Consulting Services
Kennedy provides confidential assistance to both management and IT consulting providers, as well as buyers of those consulting services. Kennedy Advisory Services works with a wide range of clients, from leading Fortune 500 companies and global management consultancies, to industry-specific boutique advisory firms and the embedded services units of global corporations. Advisory Services clients look to Kennedy for unparalleled industry expertise that builds on a 40-year foundation of consulting profession knowledge and proprietary databases to provide services that have the most impact on todays consulting market.
Compensation, Fees & Utilization Benchmarking Marketing & Development M&A Appraisal Procurement Analysis Consulting Spend Management
Analyst Services
Custom research engagements leveraging Kennedy's extensive knowledge base
Kennedy's analysts offer customized research to buyers and sellers of consulting services. Using our existing research as a basis to deliver analysis tailored to your organization's specific needs, these projects provide unprecedented detail on micro-markets, consulting firm operational benchmarks and practice assessments. The world's top organizations utilize our analytical expertise and research portfolio to obtain specific market perspective based on their particular needs. In addition, Kennedy analysts travel the world for custom speaking engagements in support of both buyers and sellers of consulting services. Kennedy's custom research analyst services are provided across three areas: Firm and Practice Ratings Consulting Capability Assessments Custom Market Sizing Benchmarking Analysis
Consulting to the Banking Sector: Cards & Payments Leadership Development Consulting Consulting to Life Sciences: R&D and Commercialization Forensics & Dispute Advisory New Market Entry Strategy Consulting Consulting to the Capital Markets & Asset Management Sectors Human Capital Strategy Consulting Consulting to Healthcare Payer, Provider and Government Sectors Digital Strategy Consulting
Strategy and Operations Management Consulting Market Index Research 2013 Financial Consulting Market Index Research 2013 Information Technology Consulting Market Index Research 2013 Human Resources Consulting Index Research 2013 Geographic Consulting Market Index Research 2013
Weve been there. Weve faced the same challenges and opportunities your organization sees every day. Our consulting professionals have the unrivaled ability to work with you regardless of the situation or demands. Because our deeply honed expertise stems from a unique understanding that only comes with hands-on industry experience, and from crafting real-world solutions that get results. Our consulting teams have worked throughout the higher education, healthcare, financial and legal spectrums as CEOs, CFOs, vice presidents, and budgeting directors. Weve been board members and managing partners, acted as General Counsel and medical school deans. We deliver expertise that crosses boundaries into every facet of your industry, with hands-on strategic, operational, financial, functional, and technological proficiency.
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Financial
Capital Advisory Forensics & Litigation
Healthcare
Clinical Documentation Improvement Clinical Operations Human Resources Labor Non-Labor Physician Revenue Cycle Strategy
Legal
Discovery Law Department Management Law Firm Strategy & Management Records & Information Management Staffing Technology Implementation
Life Sciences
Pharmaceutical & Medical Device Solutions Research Enterprise Solutions
Industry Focus
Academic Medical Centers Automotive Energy & Utilities Financial Services Healthcare Higher Education Legal Manufacturing & Distribution Media Metals & Mining Pharmaceuticals & Medical Devices Real Estate Technology Trucking & Logistics
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Click Portal Solutions ecrt Effort Reporting Solution efacs F&A Solution
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Consultant
For other uses, see Consultant (disambiguation). For Senior Physician Consultant, see Consultant (medicine).
A consultant (from Latin: consultare "to discuss") is a professional who provides professional or expert advice[1] in a particular area such as security (electronic or physical), management, accountancy, law (tax law, in particular), human resources, marketing (and public relations), finance, engineering, or any of many other specialized fields. A consultant is usually an expert or a professional in a specific field and has a wide knowledge of the subject matter.[2] The role of consultant outside the medical sphere (where the term is used specifically for a grade of doctor) can fall under one of two general categories:
Internal consultant - someone who operates within an organization but is available to be consulted on areas of specialism by other departments or individuals (acting as clients); or External consultant - someone who is employed externally (either by a firm or some other agency) whose expertise is provided on a temporary basis, usually for a fee. As such this type of consultant generally engages with multiple and changing clients.
The overall impact of a consultant is that clients have access to deeper levels of expertise than would be feasible for them to retain in-house, and may purchase only as much service from the outside consultant as desired.
Common types
In the business, and as of recently the private sphere, the most commonly found consultants are:
Engineering consultants provide engineering-related services such as design, supervision, execution, repair, operation, maintenance, technology, creation of drawings and specifications, and make recommendations to public, companies, firms and industries.
Strategy consultants working on the development of and improvements to organisational strategy alongside senior management in many industries. Human-resources (HR) consultants who provide expertise around employment practice and people management. Internet consultants who are specialists in business use of the internet and keep themselves upto-date with new and changed capabilities offered by the web. Ideally internet consultants also have practical experience and expertise in management skills such as strategic planning, change, projects, processes, training, team-working and customer satisfaction. Process consultants who are specialists in the design or improvement of operational processes and can be specific to the industry or sector. Public-relations (PR) consultants dealing specifically with public relations matters external to the client organisation and often engaged on a semi-permanent basis by larger organisations to provide input and guidance. Performance consultants who focus on the execution of an intuitive or overall performance of their client. Immigration consultant who helps through legal procedure of immigration from one country to other country. Information-technology (IT) consultants in many disciplines such as computer hardware, software engineering, or networks. Marketing consultants who are generally called upon to advise around areas of product development and related marketing matters. Interim managers as mentioned above may be independent consultants who act as interim executives with decision-making power under corporate policies or statutes. They may sit on specially constituted boards or committees.
Biotechnology consulting Contingent workforce Economic consulting Interim Management IRS Reclassification Management consulting Permatemp Political consulting Public consultation Tax advisor Umbrella company
Immigration Consultant Biotechnology consultant Consultant (medicine) Consultant pharmacist Creative consultant Consulting psychology Educational consultant Elevator consultant Employment consultant Environmental consultant Foreclosure consultant Human Resources consultant Image consultant Independent contractor Interim Managers
Information Technology consultant Lactation consultant Legal nurse consultant Loss control consultant Magic consultant Market entry consultant Media consultant Performance consultant Political consultant Process consultant Statistical consultant Theatre consultant
Ways of work
The range of areas of expertise covered by the term consultant is extremely wide. One of the more general attributions is as a Management Consultant but this is not an exclusive term. The process of consulting and the means by which the (external) consultant is engaged vary according to industry and local practice. However the principal difference between a consultant and a temp is generally one of direction. A consultant is engaged to fulfill a brief in terms of helping to find solutions to specific issues but the ways in which that is to be done generally falls to the consultant to decide, within constraints such as budget and resources agreed with the client. (A temp on the other hand is normally fulfilling a role that usually exists within the organization and is helping to bridge a gap caused by staffing shortages for whatever reason. They fall under the direction of the normal management structure of the organization.) There is however a hybrid form where a consultant may be hired as an Interim Manager or Executive, bringing a combination of specialist expertise to bear on a role that is temporarily vacant (usually at a senior level). Some consultants are employed indirectly by the client via a consultancy staffing company, a company that provides consultants on an agency basis. (The staffing company itself does not usually have consulting expertise but works rather like an employment agency.) This form of working is particularly common in the ICT sector. Such consultants are often called contractors since they are usually providing technical services (such as programming or systems analysis) that could be performed in-house were it not easier for the employer to operate a flexible system of only hiring such technologists at times of peak workload rather than permanently.
Place of work
Though most of the back-office research and analysis occurs at the consultants' offices, consultants typically work at the site of the client for at least some of the time. The governing factor tends to be the amount of interaction required with other employees of the client.
Qualifications
There is no such thing as a single qualification to be a consultant other than those laid down in relation to medical & engineering personnel who have attained this level-degree in it. Internationally the accreditation of Management Consultants is overseen by higher education training and accreditation organizations Consultant, Peter Block, defines a consultant as "someone who has influence over an individual, group, or organization, but who has no direct authority to implement changes." He contrasts this with a surrogate manager who is a person who "acts on behalf of, or in place of, a manager." The key difference is that a consultant never makes decisions for the individual or group, whereas a surrogate manager does make decisions.
Consulting Industry:
Market Research Industry Trends Analysis Technologies Analysis Business Intelligence Top Companies Database Business Leaders and Corporate Executives Industry Associations Database Export Tools - Build Mailing Lists
Consulting Executives
At the same time, China and India are investing heavily in their own upper-level education systems, and they are now graduating large numbers of MBAs, scientists, researchers and engineers from their universities. Many Asian nations have already achieved excellent success in this regard, including China, South Korea, Singapore, Taiwan and Japan. This means that a growing global cadre of young people with graduate degrees and high ambitions are seeking entry-level work in consulting of all types. The consulting industry is a multifaceted, global business sector that is facing many challenges and evolving quickly.
Annual revenues at top, global consulting firms run in the billions of dollars, and top consultants may each earn $200,000 to $500,000 or more yearly in return for grueling hours, high stress and many, many days spent traveling far from home. Despite these drawbacks,
considering the high pay and the prestige, the best students at the best business schools frequently pine for posts in consulting. (An interesting exception to the grinding work and travel required of employees at many consultancies is found at Atlanta-based North Highland, www.northhighland.com). At this innovative mid-sized firm, consultants find that their assignments are largely in the cities where they live, negating the need for extensive travel, and work/life balance is encouraged by the firms business practices.) Historically, U.S. governments at local, state and federal levels have provided lucrative consulting contracts. Government at all levels has large needs for consulting in IT, security, human resources and other areas. For example, the latest Washington Technology (www.washingtontechnology.com) list of Top 100 Federal Prime Contractors, based on contracts granted during the federal governments 2012 fiscal year, ranks Lockheed Martin ($17.4 billion), Northrop Grumman ($9.1 billion), Boeing ($7.4 billion), SAIC ($5.9 billion) Raytheon ($5.6 billion), General Dynamics ($5.4 billion), Hewlett-Packard ($4.1 billion), Booz Allen Hamilton ($3.8 billion), Computer SciencesCSC ($3.5 billion) and DynCorp International ($3.3 billion) among the top 10 firms in prime federal contracts for the year. Many of these firms federal contracts were down substantially from their 2010 and 2011 totals. These contracts are for consulting and services in information technology, defense, telecommunications, professional services and engineering. Note that the largest awards went to firms that are predominantly defense or aerospace contractors. The winding down of U.S. involvement in Afghanistan and Iraq is having a deep, negative impact on these defense-related contracts. Todays largest IT consulting firms often provide outsourced IT services of many types. In fact, successful consultancies with IT roots have evolved into full-service companies. In many cases, they are now integral departments within larger technology-based firms. The IBM Global Services unit of computer giant IBM best illustrates this trend, as services now bring in more revenues for IBM than computer hardware and software. At such tech firms, a large portion of income is derived from outsourcing. That is, once these IT services firms have determined a clients needs during a consulting or analysis phase, they may deliver turnkey services that include actual day-to-day operation of the clients computer department and/or other departments. Not all of IBMs competitors have been as successful as IBM in this regard. HP has also been focusing on its large consulting and services unit, which grew dramatically with its 2008 acquisition of EDS. While services now bring in about one-fourth of HPs revenues, the firm has not been meeting its goals in this field, and in 2012 it wrote down $8 billion of the cost of its EDS acquisition. Dell acquired consultancy Perot Systems, marking a new strategic direction for the computer manufacturer. Nonetheless, Dell has been struggling to maintain momentum and was likely to go private via a buyout by investors as of 2013. Meanwhile, many companies outside of the computer hardware and software field have successfully blended
consulting and outsourcing into their offerings, developing dependable additional revenue sources by offering a complete line of services to their clients. A major development in IT consulting has been the extremely rapid growth of large companies that are based in India but compete globally, such as Wipro, Infosys and Tata Consultancy Services (TCS). These companies quickly grew multi-billion dollar revenue bases as major contenders in the global IT sector. Additional hot competition for IT consulting budgets comes from software companies, such as Oracle, that have quickly built up large consulting units of their own.
IT consulting: Global 1000 companies. In the end, corporate clients invested massive
sums but didnt always get the results they desired. Now, corporations have new IT needs thanks to the rapidly expanding fields of social networking, mobile computing, online employee collaboration and cloud computing and data storage.
For the near-term, the biggest opportunities for IT consulting growth will lie in three exciting areas: 1) 2) 3) Big Data Cloud-based IT infrastructure Mobile apps and data services
Electronics consult : The consumer electronics and personal computer sectors are heading
in the same direction. Contract electronics manufacturers such as Flextronics consult heavily with their clients in the design of new products such as computers, stereos or telecommunications equipment. As technology has advanced rapidly and microchips have become integral components of many everyday items, consulting regarding design and implementation has become necessary to many types of manufacturers. Likewise, many types of service providers, such as those in telecommunications, must consult to a large extent with customers regarding their systems needs. Consulting in these types of situations may or may not result in additional fees, but can be vital pieces of the complete sales cycle. In many cases, the consulting functions at manufacturing and services firms have been developed into true profit centers with specific fee structures.
in the early days a lack of sleep. But if you do it the right way, you can gain business without ever spending a dime.
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Year 2013 2013 2020 2012 2011 2011 2011 2011 2011 2011 2011 2011 2011 2012 2011 Apr-13 Apr-13
Source PRE NASSCOM NASSCOM Census Census Census Census Census Census Census Census Census Census Census Census BLS BLS
India's Outsourcing & Consulting Industry Revenues India's Outsourcing & Consulting Industry Forecast2
75.8 225 171.9 156.7 125.9 32.8 7.9 12.7 11.5 9.0 8.1 11.6 131.6 120.5 939.1 1,175.0
U.S. Management, Scientific & Technical Consulting Industry Revenues3 U.S. Management, Scientific & Technical Consulting Industry Revenues Management Consulting Companies Revenues Strategic Management Consulting Financial Management Consulting Marketing Management Consulting Human Resources Management Consulting Operations and Supply Chain Management Consulting IT Technical Design, Development and Consulting U.S. Environmental Consulting Services Revenues U.S. Accounting Industry Revenues3 U.S. Accounting Industry Revenues Employment in U.S. Accounting & Bookkeeping Services, Seasonally Adjusted Employment in U.S. Management & Technical Consulting Services, Seasonally Adjusted
1 2
Includes HR, IT, strategy, operations management & business advisory services.
2013 figure is for the fiscal year ended March 31. Includes export revenues for IT Services, BPO and software consulting, not including domestic consumption.
Source: Plunkett Research, Ltd. Copyright 2013 All Rights Reserved. www.plunkettresearch.com
Service Lines
Access Consulting content indexed across the main service areas within the consulting profession:
Human Resources Consulting Services aimed at managing the employee lifecycle; consulting around the people component of change management; and improving the effectiveness of the HR function. View all
Strategy Consulting Services that affect the long-term growth prospects of client companies, and their capabilities that enable growth. These services include, but are not limited to, strategic planning, organizational strategy, marketing, sales, branding strategy, and financial strategy. View all Operations Management Consulting: Services that improve the effectiveness of the value chain, including research and development; sourcing raw materials or components; production; delivery; and customer interaction. These services create more effective client operations by advising on and aiding in the implementation of changes to the clients operational footprint, management systems, processes, and employee behavior. View all Information Technology Consulting Consulting services that include design and construction of ITrelated business functions; construction, installation and testing of enterprise applications that support those business functions, infrastructure services that support enterprise applications; IT strategy and planning. View all Business Advisory Services Consulting services that result in business recommendations based on financial analysis and alternative decision scenarios. These services are distinguished by the use of rigorous financial and analytical processes that measure the effects of economic, tax, investment, risk, competitive, and business decision dynamics.
The Top 25 Consultants, 2013: Johan Aurik , A.T. Kearney Scott Claus, Capco Carl Carande, KPMG George Cogan, Bain & Company Monica Croy, Point B Sharon Cunninghis, Mercer Jim Folds , Carlisle & Gallagher Jerry Friedman, Accenture Barry Jaruzelski, Booz & Company Jessica Kosmowski, Deloitte Consulting Jim Lewis, Cumberland Consulting Ivn Martn, The Boston Consulting Group Kevin McCarty, West Monroe Partners Rob McKay, Capgemini Andy Moose, North Highland James Pajakowski, Protiviti Jill Puleri, IBM Ronald Ray, PwC Maureen Scholl, Aon Hewitt Paul Schur, Slalom Consulting Carrie Shea, AMG Strategic Advisors Carl Smith, Ernst & Young Steven Strammello, Crowe Horwath Ralph Tuliano, Mesirow Financial Dr. Andrew Ziskind, Huron Consulting
The Top 25 Award winners, which represented 25 separate firms, were on hand to accept their awards, and were recognized for excellence in one of eight categories: Leadership, Client Service, Healthcare, Public Sector, Technology, Energy, Retail and Financial Services. Photos from the fifth-annual awards dinner, which was the largest Top 25 gathering ever, can be found on Pages 16 to 21.