26-Nov-15

Andersen Consulting- EMEAI:

Reorganization and Revitalization
Session 9

Group 7:
Divyanshu Jain (PGP/19/312)
Ravisha Porwal (PGP/19/331)
Shorya Chaplot (PGP/19/344)
Suraj Tripathy (PGP/19/350)
Tushar Johri (PGP/19/354)

How is AC-EMEAI organized in Europe? What are its strengths and weaknesses?
Matrixed on three dimensions: industry,
geography and service line
Differentiation business-level strategy
Use of skills to differentiate products for
customer groups that want and can afford
differentiated products

Strengths:
Focused approach to customer problems
leading to improved service quality across
various domains
Country-wise differentiation leads to better
understanding and handling of local clients
Wide area of focus leads to wider range of
opportunities and client base, thereby
widening the revenue base as well
Weaknesses:
Cross-country development and exchange
of ideas amongst professionals is limited
Time devotion on repetitive jobs even when
a similar project has already been executed
elsewhere, due to lack of communication
Power sub-centres are formed at various
nodes of differentiation

Source: Pearson Education, Inc.

26-Nov-15

How is the landscape for consulting changing in Europe? Does it favor integration? If so, then on what
dimensions country or service or industry?
Consulting landscape in Europe

Dimensions: Country or Service or Industry

The demand for Business Integration model is

increasing

The dimension for Integration to be on the basis

of Industry offered to the client

We can see a lot of mergers, as lot of mid sized

companies trying to enter in consulting domain

Strategic Council
IT Services
Management
advice
Outsource (If required)

The market for Integrated business solutions is

becoming more informed and formed and will be a
potent force

The companies are developing Core

competencies in various services to offer a better
Integrated consulting advice

The client base involves more multinational

companies

But there are dissent to this Idea as well, they

prefer to maintain functional resources to remain
competitive

It is challenging for companies to build the dual

capabilities and integrate them
Yes, the changing landscape, especially in terms of client demands, favours integration

What are the challenges to AC-EMEAI trying to integrate its operations?

Cross-culture compatibility and coordination
Lack of common goals, demands, focus across functions and geography
Varied skillset of consultants across geographies and varied core competencies
Demand of more autonomy from country partners
Finding the right combination of transfer price and budget while forming cross-functional crossgeographic teams
Difficulties in devising integration mechanisms such as task forces and integrating roles
Addressing the needs for electronic integration and management networks
Non-standardized customer requirements prohibits high level of integration

26-Nov-15

Should AC-EMEAI change its structure? If so, how, i.e. which alternative that Vernon Ellis is considering is
most suitable? Else, is there any other alternative that he is not considering?
AC-EMEAI should consider changing its structure.
AC-EMEAI should change its structure for strategic reasons and to reduce the burden on senior
management
Reorganization according to service lines (most suitable)
They can leverage the expertise of a service line across countries and it could leverage the
expatriates as well as experts of each service line.
The problem of entering new countries with weaker people can be avoided, if we structure
based on service line.
Division of Europe into three regions
It should divide entire Europe into three regions: Anglo-Saxons of UK and Nordic countries;
Germanic culture of Central Europe; and the Latins of France, Spain and Italy.
Employees would be more motivated as there would be better growth opportunities within the
same culture, without having to adapt to new cultures.