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| difference between management consulting and strategy consulting: Ten Years to Midnight Blair H. Sheppard, 2020-08-04 “Shows how humans have brought us to the brink and how humanity can find solutions. I urge people to read with humility and the daring to act.” —Harpal Singh, former Chair, Save the Children, India, and former Vice Chair, Save the Children International In conversations with people all over the world, from government officials and business leaders to taxi drivers and schoolteachers, Blair Sheppard, global leader for strategy and leadership at PwC, discovered they all had surprisingly similar concerns. In this prescient and pragmatic book, he and his team sum up these concerns in what they call the ADAPT framework: Asymmetry of wealth; Disruption wrought by the unexpected and often problematic consequences of technology; Age disparities--stresses caused by very young or very old populations in developed and emerging countries; Polarization as a symptom of the breakdown in global and national consensus; and loss of Trust in the institutions that underpin and stabilize society. These concerns are in turn precipitating four crises: a crisis of prosperity, a crisis of technology, a crisis of institutional legitimacy, and a crisis of leadership. Sheppard and his team analyze the complex roots of these crises--but they also offer solutions, albeit often seemingly counterintuitive ones. For example, in an era of globalization, we need to place a much greater emphasis on developing self-sustaining local economies. And as technology permeates our lives, we need computer scientists and engineers conversant with sociology and psychology and poets who can code. The authors argue persuasively that we have only a decade to make headway on these problems. But if we tackle them now, thoughtfully, imaginatively, creatively, and energetically, in ten years we could be looking at a dawn instead of darkness. |
| difference between management consulting and strategy consulting: Inside Nudging Steve Shu, 2016-07-14 Inside Nudging is written for management professionals and scientists to feed their thinking and discussions about implementing behavioral science initiatives (which includes behavioral economics and finance) in business settings. Situations include the incubation of innovation centers, behavioral science overlay capabilities, and advancement of existing organizations. Companies need to develop grit - the ability and fortitude to succeed. The book introduces the Behavioral GRITTM framework and covers key takeaways in leading an organization that implements behavioral science. Behavioral GRITTM stands for the business functions related to Goals, Research, Innovation, and Testing. The chapters are complemented by an appendix which covers ideas to introduce behavioral science initiatives. I argue that first a company needs to identify its goals and identify what type of predominant organization model it wants to pursue. There are five predominant organizational models I've seen. I also offer that a company should consider a number of implementation elements that may play a role during execution. Example elements include an advisory board and a behavioral science officer. Note that the purpose of this book is not to teach people about behavioral science; there are many other books out there for those purposes. That said, Inside Nudging introduces some behavioral science concepts to provide context and help develop a common language between management professionals and scientists. I see the application of behavioral science as still being in the early adoption phase. Many companies will benefit if they take time to develop the right approach. I hope Inside Nudging helps you with your journey. Stephen Shu Praise for Inside Nudging - More at www.InsideNudging.com Steve Shu's thoughtful and very readable book Inside Nudging provides a unique opportunity to understand how the research from behavioral science can be best exploited by business. While many popular books on behavioral science make a strong case for the value of the research, none have addressed how to exploit it in such a helpful and practical manner. A rarely mentioned secret brought into full view here is the fact that using behavioral science effectively is not so straightforward. Written specifically for business people and consultants Steve Shu shares his wide experience of consulting to explain the challenges and pitfalls of translating the ideas and findings of academic research into actionable solutions for real business problems. This book shows you how by giving examples of how real consultancy projects were shaped to deliver valuable results for working businesses. Inside Nudging acts as an intelligent interface between the ideas of the nerds in academia and the needs of real business people and offers tremendous potential for any business that needs to understand how people respond to their actions. - Peter Ayton, Professor, Associate Dean of Research and Deputy Dean, Social Sciences, City University London Steve Shu has written an excellent book for companies looking to get started with behavioral economics. Through his use of case studies and actionable takeaways, he does a great job showing how decades of research can be combined with other business elements to accomplish amazing results. Inside Nudging is like an executive guidebook for practitioners. - Dilip Soman, Professor and Corus Chair in Communications Strategy, Co-Director, Behavioural Economics in Action at Rotman (BEAR), Rotman School of Management, University of Toronto; Author of The Last Mile This may be a CEO or manager's first glimpse into how they can utilize behavioral science initiatives within their own company or life. - Jenna Gould, San Francisco Book Review |
| difference between management consulting and strategy consulting: Cracked it! Bernard Garrette, Corey Phelps, Olivier Sibony, 2018-06-08 Solving complex problems and selling their solutions is critical for personal and organizational success. For most of us, however, it doesn’t come naturally and we haven’t been taught how to do it well. Research shows a host of pitfalls trips us up when we try: We’re quick to believe we understand a situation and jump to a flawed solution. We seek to confirm our hypotheses and ignore conflicting evidence. We view challenges incompletely through the frameworks we know instead of with a fresh pair of eyes. And when we communicate our recommendations, we forget our reasoning isn’t obvious to our audience. How can we do it better? In Cracked It!, seasoned strategy professors and consultants Bernard Garrette, Corey Phelps and Olivier Sibony present a rigorous and practical four-step approach to overcome these pitfalls. Building on tried-and-tested (but rarely revealed) methods of top strategy consultants, research in cognitive psychology, and the latest advances in design thinking, they provide a step-by-step process and toolkit that will help readers tackle any challenging business problem. Using compelling stories and detailed case examples, the authors guide readers through each step in the process: from how to state, structure and then solve problems to how to sell the solutions. Written in an engaging style by a trio of experts with decades of experience researching, teaching and consulting on complex business problems, this book will be an indispensable manual for anyone interested in creating value by helping their organizations crack the problems that matter most. |
| difference between management consulting and strategy consulting: The McKinsey Way Ethan M. Rasiel, 1999-02-22 If more business books were as useful, concise, and just plain fun to read as THE MCKINSEY WAY, the business world would be a better place. --Julie Bick, best-selling author of ALL I REALLY NEED TO KNOW IN BUSINESS I LEARNED AT MICROSOFT. Enlivened by witty anecdotes, THE MCKINSEY WAY contains valuable lessons on widely diverse topics such as marketing, interviewing, team-building, and brainstorming. --Paul H. Zipkin, Vice-Dean, The Fuqua School of Business It's been called a breeding ground for gurus. McKinsey & Company is the gold-standard consulting firm whose alumni include titans such as In Search of Excellence author Tom Peters, Harvey Golub of American Express, and Japan's Kenichi Ohmae. When Fortune 100 corporations are stymied, it's the McKinsey-ites whom they call for help. In THE MCKINSEY WAY, former McKinsey associate Ethan Rasiel lifts the veil to show you how the secretive McKinsey works its magic, and helps you emulate the firm's well-honed practices in problem solving, communication, and management. He shows you how McKinsey-ites think about business problems and how they work at solving them, explaining the way McKinsey approaches every aspect of a task: How McKinsey recruits and molds its elite consultants; How to sell without selling; How to use facts, not fear them; Techniques to jump-start research and make brainstorming more productive; How to build and keep a team at the top its game; Powerful presentation methods, including the famous waterfall chart, rarely seen outside McKinsey; How to get ultimate buy-in to your findings; Survival tips for working in high-pressure organizations. Both a behind-the-scenes look at one of the most admired and secretive companies in the business world and a toolkit of problem-solving techniques without peer, THE MCKINSEY WAY is fascinating reading that empowers every business decision maker to become a better strategic player in any organization. |
| difference between management consulting and strategy consulting: The Consulting Apprenticeship Steve Shu, 2015-07-16 The Consulting Apprenticeship is written for business professionals and consultants with a focus on nuances passed on during apprenticeship regarding consulting delivery. Business professionals can benefit with a jump-start approach to applying consulting principles to their business. Designed for the busy professional, The Consulting Apprenticeship is a book of forty, quick-read ideas. These forty, short chapters are divided into four sections: Consulting Mindset - This section covers consulting ways of thinking and can be adopted by both company personnel and consultants. Consulting Techniques - This section covers specific tactics and toolkit methods when using consultative approaches in the trenches as either a company- or consulting firm-practitioner. Consulting Mastery - This section covers advanced perspectives on consulting and may be more useful to either company personnel evaluating consultants or mid- to senior-level consultants. Consulting Special Situations - Whereas the prior sections are applicable to a wide variety of situations, this section covers more infrequent, specific business situations involving consultative approaches in the trenches as either a company- or consulting firm-practitioner. Each chapter of the book concludes with an optional, takeaway exercise. The exercises vary widely in terms of level of involvement. For example, in some cases you can refer to online material. In other cases, you can engage in deeper thinking or apply the concepts over an extended period of time. However you choose to use this book, consulting mastery is a lifelong pursuit. I hope this book helps you with your journey. Stephen Shu Praise for The Consulting Apprenticeship When one of the companies I worked for needed help taking its consulting organization to the next level, I hired Steve Shu. His ability to drive our management team - all with different opinions on what we should or should not do - to a 'so-what' conclusion and pragmatic next steps gave us the jump start we needed. He is one of the best and deeply understands how consulting organizations should work. His book provides great techniques as well as tools you can use immediately. - Prakash Panjwani, CEO at WatchGuard Technologies, former President and CEO of SafeNet Steve Shu has put together a comprehensive guide to the all-important nuts and bolts of being a great consultant. The information in Chapter 21, 'Eight Secret Weapons of the Modern Consultant, ' is worth the price of the book. If you're serious about being a more effective consultant, read this book. - Michael McLaughlin, Author of Winning the Professional Services Sale and Principal Consultant at MindShare Consulting LLC; former Partner at Deloitte Steve Shu has written a hands-on, highly practical guide for new management consultants and internal corporate business strategists alike. So many projects fail because they do not practice the basic consulting project management hygiene Steve describes in chapter 11. If you are new to the trade and want to greatly increase your chance of delivering successful consulting projects, read this book. - Robert Reppa, Vice President Strategy at Johnson Controls and former Partner at Booz & Company Steve Shu has written a Rosetta Stone for both new and experienced consultants. Filled with forty power-packed ideas and practical chapter takeaways, Consulting Apprenticeship is structured for busy executives to easily digest each concept. A must read for those who seek to go beyond the shallow bromides of the consulting profession, and hone their skills with deeper, more meaningful approaches. - Adrian C. Ott, Award-winning author of The 24-Hour Customer, and CEO, Exponential Edge Inc, called One of Silicon Valley's most respected strategists by Consulting Magazine |
| difference between management consulting and strategy consulting: The World's Newest Profession Christopher D. McKenna, 2006-06-19 In The World's Newest Profession Christopher McKenna offers a history of management consulting in the twentieth century. Although management consulting may not yet be a recognized profession, the leading consulting firms have been advising and reshaping the largest organizations in the world since the 1920s. This groundbreaking study details how the elite consulting firms, including McKinsey & Company and Booz Allen & Hamilton, expanded after US regulatory changes during the 1930s, how they changed giant corporations, nonprofits, and the state during the 1950s, and why consultants became so influential in the global economy after 1960. As they grew in number, consultants would introduce organizations to 'corporate culture' and 'decentralization' but they faced vilification for their role in the Enron crisis and for legitimating corporate blunders. Through detailed case studies based on unprecedented access to internal files and personal interviews, The World's Newest Profession explores how management consultants came to be so influential within our culture and explains exactly what consultants really do in the global economy. |
| difference between management consulting and strategy consulting: The Oxford Handbook of Management Consulting Matthias Kipping, Timothy Clark, 2012-03-29 Management consultants of various kinds play an important role in the world of business, and within other types of organization. The Oxford Handbook on Management Consulting is a comprehensive overview of thinking and research on management consultancy with contributions from leading international scholars. The first section provides an account of the historical developments in management consulting research, and how current thinking has evolved from prior work. The second section focuses on disciplinary and theoretical perspectives, their diversities, areas of synergy, and parallel concerns. The following sections examine consulting as a knowledge business, consultants and management fashion, and the relationship between management consultants and their clients. The Handbook concludes with an assessment of areas of future research and debate. By bringing together a wide range of research and thinking on management consulting across different disciplines, sub-disciplines, and conceptual approaches, the Handbook provides a comprehensive understanding of both current thinking and future directions for research. |
| difference between management consulting and strategy consulting: Lords of Strategy Walter Kiechel, 2010-03-03 Imagine, if you can, the world of business - without corporate strategy. Remarkably, fifty years ago that's the way it was. Businesses made plans, certainly, but without understanding the underlying dynamics of competition, costs, and customers. It was like trying to design a large-scale engineering project without knowing the laws of physics. But in the 1960s, four mavericks and their posses instigated a profound shift in thinking that turbocharged business as never before, with implications far beyond what even they imagined. In The Lords of Strategy, renowned business journalist and editor Walter Kiechel tells, for the first time, the story of the four men who invented corporate strategy as we know it and set in motion the modern, multibillion-dollar consulting industry: Bruce Henderson, founder of Boston Consulting Group Bill Bain, creator of Bain & Company Fred Gluck, longtime Managing Director of McKinsey & Company Michael Porter, Harvard Business School professor Providing a window into how to think about strategy today, Kiechel tells their story with novelistic flair. At times inspiring, at times nearly terrifying, this book is a revealing account of how these iconoclasts and the organizations they led revolutionized the way we think about business, changed the very soul of the corporation, and transformed the way we work. |
| difference between management consulting and strategy consulting: Strategic Consulting Philippe Chereau, Pierre-Xavier Meschi, 2017-11-06 Whether you are a business leader, internal business partner or external consultant, there are six key strategy missions that you will need to undertake as you deal with the re-positioning and growth issues that all businesses face at one stage or another during their life-cycle: assessing the environment defining a strategic positioning choosing a growth strategy expanding internationally combining strategy, and innovation or (re)designing the business model Meschi and Chereau bridge the gaps between academic theory and real world practice, between strategic analysis and strategic management, and between planning and doing, by providing you with six essential mission briefings to help you deliver the best possible outcome. Each briefing is structured the same way, beginning with an outline of the consulting mission and its content before examining the theoretical background, before setting out a complete and practical methodology to complete the mission along with all the tools you will need along the way. |
| difference between management consulting and strategy consulting: Systems Thinking for Management Consultants Rajneesh Chowdhury, 2019-06-20 This book discusses how systems thinking and approaches can aid management consultants in navigating the complexities of client advisory in current realities. It thereby brings to the forefront aspects of holism, flexibility and responsibility - the keys to success in today’s world. Management consultants are called in to offer an independent expert view of an organisation/ a situation and are expected to address some of the most pressing problems businesses face. The client does not exist in a silo, but in a complex environment that lies at the intersection of a range of internal and external factors that are often unseen and unpredictable. The organisation itself presents an alien territory that the consultant is expected to acclimatise to within a very short period of time, and come up with solutions that “insiders” would not have been able to visualise. The book presents a range of ideas, concepts and reference cases that are relevant and topical for consultants in their daily work. It argues that systems thinking allows holism and flexibility in management consulting – while holism is about the ability to encompass the environmental and organisational complexity, flexibility is about the ability to think creatively and adopt different approaches to accommodate this complexity. With commentaries, case studies, conceptual models and perspectives that cut across multiple industries, sectors and countries, this book is a valuable resource for academics and professionals alike. The book’s inner pages and its page on Springer.com contain additional comments providing perspectives of clients, industry experts and academia. |
| difference between management consulting and strategy consulting: Getting Started in Consulting Alan Weiss, 2019-04-02 The definitive guide to getting out of the office and getting into consulting Getting Started in Consulting, Fourth Edition is the acclaimed real-world blueprint to professional and financial freedom. For nearly two decades, this invaluable resource has helped thousands of people quit the daily grind and become their own boss. This practical and motivational guide provides the tools and knowledge to control your future and secure your fortune. From establishing goals and sorting out the legal and financial paperwork, to advanced marketing strategies and relationship building techniques, this indispensable book offers step-by-step instructions for you to establish and grow your own consultancy business. This extensively revised and updated fourth edition includes new and expanded coverage on topics including utilizing informal media, changes in legal and financial guidelines, key distinctions of wholesale and retail businesses, and much more. Author Alan Weiss delivers expert advice on how to combine minimal overhead with optimal organization to produce maximum income. Every step in the process is clearly explained, including financing, marketing, bookkeeping, establishing your fees, and more. This guide is a comprehensive, one-stop source for everything you need to prosper in the rapidly expanding world of private consultancy. Adopt a pragmatic and profitable strategy to achieve incredible results from your consultancy business Learn to identify and address the most commons issues facing your prospects and clients Leverage technology to reduce labor, maximize profitability, and increase discretionary time Access sample budgets, case studies, references and appendices, downloadable tools and forms, and online resources The modern business landscape presents unique opportunities for those willing to take the leap from corporate offices to home offices. Getting Started in Consulting, Fourth Edition is the must-have guide for anyone seeking to cut their own path to their own consulting business. |
| difference between management consulting and strategy consulting: Management Consultancy Insights and Real Consultancy Projects Graham Manville, Olga Matthias, Julian Campbell, 2017-10-02 The field of management consultancy research has grown rapidly in recent years. Fuelled by the drivers of complexity and uncertainty, a growing number of organizations – both profit and third sector alike – are looking at management consultancy to assist in their aims for development and change. Consultants have become a common feature in organizational change initiatives, involved in both providing advice and in implementing ideas and solutions. However, despite this growing recognition and influence, management consultancy is still often misunderstood or criticized for its lack of theoretical underpinning. The book seeks to address these issues by offering applied theoretical insights from academics that both teach and practice management consultancy. Written by recognized experts in their field, the contributors combine original insights with authoritative analysis. Uniquely, this book identifies emerging themes with critical discourse and provides rich empirical case study evidence to show the reader how management consultancy projects are implemented. Real-world international consultancy projects are featured as written up cases featuring organizations from multi-national corporations to the public sector. Written for graduate level managers or those who have practical leadership experience, this book will enable readers to apply management consultancy models beyond a classroom context |
| difference between management consulting and strategy consulting: An Introduction to Management Consultancy Marc Baaij, 2013-12-30 ‘I have never seen such a book about management consulting before: this sets a new standard. This book is extremely thorough and addresses all of the relevant topics.’ - Sander van ′t Noordende, Group Chief Executive Products Operating Group, Accenture Whether you are looking to build on your management studies or experience of working in business, you are likely to have come across management consultancy and will need a clear and concise introduction to this area to help you understand its practices and techniques in order to hire and implement management consultancy in the future. This text provides you with these essentials for success in your studies and later industries when working with and not just for consultancy firms. The text is built around learning objectives to empower your understanding of the ′what′, ′how′, ′when′ and ′why′ at macro and micro levels of management consultancy and its stakeholders, and provides you with engaging real life examples and extra web materials for study. As well as full courses on management consultancy, this text will be invaluable to your management knowledge and skill-set across strategy, change, analytics, problem-solving, solution implementation and decision-making as applied by the world′s top management consulting firms, such as McKinsey & Company, The Boston Consulting Group, and Bain & Company. Lecturer’s resources Lecturer’s guide Teaching notes per chapter Answer guidance to end-of-chapter questions in book Suggested discussion questions Suggested small group assignments Suggested small group field project Lecture slides Option 1: provide all figures of the book on PowerPoint slides Option 2: create complete PowerPoint presentations for each chapter Exercises Exam questions Discussion forum Student resources Templates for developing logical structures Web resources Consultancy publications Consultancy web site, career page Job application preparation services Consultancy institutions |
| difference between management consulting and strategy consulting: Management Consulting International Labour Office, 2002 New topics covered in this edition include: e-business consulting; consulting in knowledge management; total quality management; corporate governance; social role and responsibility of business; company transformation and renewal; and public administration. |
| difference between management consulting and strategy consulting: Strategy Beyond the Hockey Stick Chris Bradley, Martin Hirt, Sven Smit, 2018-02-06 Beat the odds with a bold strategy from McKinsey & Company Every once in a while, a genuinely fresh approach to business strategy appears —legendary business professor Richard Rumelt, UCLA McKinsey & Company's newest, most definitive, and most irreverent book on strategy—which thousands of executives are already using—is a must-read for all C-suite executives looking to create winning corporate strategies. Strategy Beyond the Hockey Stick is spearheading an empirical revolution in the field of strategy. Based on an extensive analysis of the key factors that drove the long-term performance of thousands of global companies, the book offers a ground-breaking formula that enables you to objectively assess your strategy's real odds of future success. This book is fundamental. The principles laid out here, with compelling data, are a great way around the social pitfalls in strategy development. —Frans Van Houten, CEO, Royal Philips N.V. The authors have discovered that over a 10-year period, just 1 in 12 companies manage to jump from the middle tier of corporate performance—where 60% of companies reside, making very little economic profit—to the top quintile where 90% of global economic profit is made. This movement does not happen by magic—it depends on your company's current position, the trends it faces, and the big moves you make to give it the strongest chance of vaulting over the competition. This is not another strategy framework. Rather, Strategy Beyond the Hockey Stick shows, through empirical analysis and the experiences of dozens of companies that have successfully made multiple big moves, that to dramatically improve performance, you have to overcome incrementalism and corporate inertia. A different kind of book—I couldn't put it down. Inspiring new insights on the facts of what it takes to move a company's performance, combined with practical advice on how to deal with real-life dynamics in management teams. —Jane Fraser, CEO, Citigroup Latin America |
| difference between management consulting and strategy consulting: 25 Top Consulting Firms WetFeet (Firm), WetFeet, 2008 |
| difference between management consulting and strategy consulting: Managing The Professional Service Firm David H. Maister, 2012-12-11 Professional service firms differ from other business enterprises in two distinct ways: first they provide highly customised services thus cannot apply many of the management principles developed for product-based industries. Second, professional services are highly personalised, involving the skills of individuals. Such firms must therefore compete not only for clients but also for talented professionals. Drawing on more than ten years of research and consulting to these unique and creative companies, David Maister explores issues ranging from marketing and business development to multinational strategies, human resources policies to profit improvement, strategic planning to effective leadership. While these issues can be complex, Maister simplifies them by recognising that 'every professional service firm in the world, regardless of size, specific profession, or country of operation, has the same mission statement: outstanding service to clients, satisfying careers for its people and financial success for its owners.' |
| difference between management consulting and strategy consulting: Braxton Associates , 2002 Vault employer profile of the company featuring recruiting, interviewing process, corporate culture, salary and more. |
| difference between management consulting and strategy consulting: I'm Sorry I Broke Your Company Karen Phelan, 2012-12-05 Karen Phelan is sorry. She really is. She tried to do business by the numbers—the management consultant way—developing measures, optimizing processes, and quantifying performance. The only problem is that businesses are run by people. And people can't be plugged into formulas or summed up in scorecards. Phelan dissects a whole range of consulting treatments for unhealthy companies and shows why they're essentially fad diets: superficial would-be fixes that don't result in lasting improvements and can cause serious damage. With a mix of clear-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have “broken” your company, but she's eager to make amends. |
| difference between management consulting and strategy consulting: The So What Strategy Davina Stanley, Gerard Castles, 2017-07-19 Communicate with greater impact. Have you ever been caught at the end of a presentation when your audience, perhaps a leadership team or a Steering Committee, looks at you blankly and asks this most uncomfortable question: 'So what?' How does that help? If you have been in that position once, you don't want to be there again. You want to know how to answer that question in one single, powerful sentence. Or, even better, set yourself up so nobody asks it. In this book, communication strategists Davina Stanley and Gerard Castles reveal their proven approach. It's all about using storylines to get to the 'So what' fast, and being able to make a case to back it up. You can unlock the power of the 'So what' strategy by taking five steps, which are outlined in this book: 1: Understand why mastering storylining is worth the investment. 2: Learn how to use a storyline to identify and harness the 'So what'. 3: Master the seven classic storyline patterns. 4: Use storylines to shape the communication you share. 5: Introduce storylining in your business. Packed with examples, stories, insights and practical steps, Davina and Gerard show you how to apply these strategies to stop your audiences asking you, 'So what? How does that help us?'. |
| difference between management consulting and strategy consulting: Consulting Success Michael Zipursky, 2018-10-16 How can you take your skills and expertise and package and present it to become a successful consultant? There are proven time-tested principles, strategies, tactics and best-practices the most successful consultants use to start, run and grow their consulting business. Consulting Success teaches you what they are. In this book you'll learn: - How to position yourself as a leading expert and authority in your marketplace - Effective marketing and branding materials that get the attention of your ideal clients - Strategies to increase your fees and earn more with every project - The proposal template that has generated millions of dollars in consulting engagements - How to develop a pipeline of business and attract ideal clients - Productivity secrets for consultants including how to get more done in one week than most people do in a month - And much, much more |
| difference between management consulting and strategy consulting: Essential Tools for Management Consulting Simon Burtonshaw-Gunn, 2010-03-01 The second book in the Essential Tools For series... on the topic of Management Consulting Based on Simon Burtonshaw-Gunn's successful The Essential Management Toolbox, this book focuses in greater depth on the topic of Management Consulting. This second book looks at how a management consultant needs to think, view and analyse the workings of an existing organisation in order to efficiently and effectively work to improve the issues facing a business. Check out the new series website featuring sample chapters, tool of the month and solve your management problems by talking direct to the author www.essentialtoolsseries.com Second title in a new series that expands on the information in Simon Burtonshaw-Gunn’s The Essential Toolbox This volume includes 30% new material in the form of new tools and techniques for guiding consultants Covers: Development of Management Consultancy; Problem resolution and Decision Making; Top 10 Tools for Consultancy Interventions; Consultancy delivery and Facilitation; Consultancy Governance and Ethics Active author, Simon Burtonshaw-Gunn speaks regularly Easy to use practical tools and techniques guiding the consultant and business person through their organisational conflicts About the Author: Simon Burtonshaw-Gunn is a practising management consultant with over 30 years experience in both the public and private sectors and covering a range of organizations and industries. He holds two Master's degrees and a PhD in various Strategic Management topics. This second book includes a forward by Malik Salameh. |
| difference between management consulting and strategy consulting: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| difference between management consulting and strategy consulting: Hacking the Case Interview Taylor Warfield, 2017 To land a management consulting job at any of the top firms, including McKinsey, BCG, Bain, Deloitte, L.E.K., Oliver Wyman and Accenture, you must get through several rounds of case interviews. Whether your interview is in a few weeks or even tomorrow, this book is written to get you the maximum amount of knowledge in the least amount of time. I cut out all of the filler material that some other consulting books have, and tell you everything that you need to know in a clear and direct way. With this shortcut guide, you will: Understand and become proficient at the nine different parts of a case interview, and know exactly what to say and do in each step Learn the only framework strategy that you need to memorize to craft unique and tailored frameworks for every possible case scenario Gain knowledge of basic business terms and principles so that you can develop an astute business intuition Acquire the skills to solve any market sizing or other quantitative problem Uncover how to differentiate yourself from the thousands of other candidates who are fighting to get the same job you are Practice your case interview skills with included practice cases and sample answers Also visit HackingTheCaseInterview.com for a one-week online crash course to pass your upcoming interview. |
| difference between management consulting and strategy consulting: The Pyramid Principle Barbara Minto, 2021 This book reveals that the mind automatically sorts information into distinctive pyramidal groupings. However, if any group of ideas are arranged into a pyramid structure in the first place, not only will it save valuable time and effort to write, it will take even less effort to read and comprehend it |
| difference between management consulting and strategy consulting: Case Interview Secrets Victor Cheng, 2012 Cheng, a former McKinsey management consultant, reveals his proven, insider'smethod for acing the case interview. |
| difference between management consulting and strategy consulting: The Economics and Sociology of Management Consulting Thomas Armbrüster, 2006-11-16 academic disciplines. --Book Jacket. |
| difference between management consulting and strategy consulting: Management Consulting Projects Ronald G. Cook, Michael Harris, 2021 This textbook provides students with an easy to use, proven roadmap for completing a successful consulting project from start to finish. Primarily designed for students who work as outside consultants on solving client problems and investigating potential opportunities, the textbook's structure first explains the consulting process to students and then depicts it in a chronological flow, using real-life examples to demonstrate practical application. Each section builds upon the previous one, focusing on the development of critical thinking, problem solving, and communication skills for employability. Now in its 6th edition, this text has been fully revised to bring it up to date with the current business context and global environment, including: A major expansion of the tools and resources needed for students to conduct research on a client's situation. A new final chapter that ties the overarching consulting process together and focuses on how the student should use this experience for their own professional development. New examples of award-winning projects to provide practical guidance. Fresh material on the use of new technologies in the consulting process, ethics and data management, and remote working. This well-renowned model promotes a conceptual understanding of the consulting process and the interactions between and among students, the team, the client and the instructor. Management Consulting Projects should be essential reading for experiential Business Consulting modules, Small Business Management and Strategic Management at postgraduate and MBA level. |
| difference between management consulting and strategy consulting: How to Be a Star at Work Robert E. Kelley, 1999-06-01 Do you know what it takes to be a star at work? Robert Kelley has the answer. --Fast Company STARS ARE MADE, NOT BORN Find out what separates stars from average performers Learn how to be the top pick for the choice jobs Use nine star-performer strategies to become a member of the select ten-for-one club, with ten times the productivity of the average worker Find out how using the nine strategies enables you to out-perform people with supposedly better credentials New in this edition: special insights for women and members of minority groups |
| difference between management consulting and strategy consulting: Management Consulting Today and Tomorrow Flemming Poulfelt, Thomas H. Olson, 2017-09-01 This new edition gathers more than 22 experts to outline the theory behind consulting, providing insight into change processes and management issues in the field. The business of consulting has grown faster than most other businesses, due not only to increased demand by clients, but also to the innovative capabilities of numerous consulting firms as they develop new services. Divided into six parts, the book introduces readers to the consulting industry, addressing the major practice areas, contexts, and implementations of the field. Significant updates detail the effect of the economic troubles between 2004 and 2010 and then 2010 and now; analyze the market response to consulting in recent years; and provide a more thorough understanding of how consulting is applied in the different areas of a business, such as operations, marketing, and finance. Introductions written by the editors offer further insight into the themes and learning goals of each section, helping readers to recognize the elements of a successful consultation, and utilize their new skill set. The text concludes with a look at the future of consulting with regards to ethics standards and how strong manager-client relationships contribute to financial growth. Readers will also learn how the developing field of entrepreneurship creates new economic structures and job opportunities. Practitioners, consultants, clients, faculty, and students of business and management will learn not only how to consult, but also gain the skills needed to adapt to and lead organizational change, giving them a competitive edge when they enter the field. |
| difference between management consulting and strategy consulting: Consulting for Organizational Change Fritz Steele, 1975 Monograph on the behavioural sciences aspects of management consultantcy - emphasizes a consultation methodology that is aimed at improvement in the future functioning of the client system, and covers the importance of learning by both client and consultant, etc. Diagrams and references. |
| difference between management consulting and strategy consulting: Beyond The Mba Hype Sameer Kamat, 2011-09-08 An updated and revised edition of the bestselling book This is a revised and updated edition of this bestselling book with useful new material to guide the MBA aspirant - the working executive as well as the fresh college graduate - on doing MBA from abroad. Most Indian MBA applicants are completely at sea when it comes to approaching international education opportunities. This is primarily because the MBA selection process and the parameters considered by the top business schools abroad for admitting candidates into their fold are very different from what we are used to. Beyond the MBA Hype talks about the typical issues, challenges and dilemmas that Indian applicants grapple with when it comes to international MBA programmes. |
| difference between management consulting and strategy consulting: The Imagination Machine Martin Reeves, Jack Fuller, 2021-06-08 A guide for mining the imagination to find powerful new ways to succeed. We need imagination now more than ever—to find new opportunities, rethink our businesses, and discover paths to growth. Yet too many companies have lost their ability to imagine. What is this mysterious capacity? How does imagination work? And how can organizations keep it alive and harness it in a systematic way? The Imagination Machine answers these questions and more. Drawing on the experience and insights of CEOs across several industries, as well as lessons from neuroscience, computer science, psychology, and philosophy, Martin Reeves of Boston Consulting Group's Henderson Institute and Jack Fuller, an expert in neuroscience, provide a fascinating look into the mechanics of imagination and lay out a process for creating ideas and bringing them to life: The Seduction: How to open yourself up to surprises The Idea: How to generate new ideas The Collision: How to rethink your idea based on real-world feedback The Epidemic: How to spread an evolving idea to others The New Ordinary: How to turn your novel idea into an accepted reality The Encore: How to repeat the process—again and again. Imagination is one of the least understood but most crucial ingredients of success. It's what makes the difference between an incremental change and the kinds of pivots and paradigm shifts that are essential to transformation—especially during a crisis. The Imagination Machine is the guide you need to demystify and operationalize this powerful human capacity, to inject new life into your company, and to head into unknown territory with the right tools at your disposal. |
| difference between management consulting and strategy consulting: Million Dollar Consulting Alan Weiss, 2009-09-17 The Long-Awaited Update for Buildinga Thriving Consultancy Completely updated for today’s busier-than-ever consultants, this classic guide covers the ins andouts for competing and winning in this ultracompetitive field. You’ll find step-by-step advice on howto raise capital, attract clients, create a marketing plan, and grow your business into a $1 million-per-yearfirm, plus brand-new material on: Blogging and social networking Global consulting Delegating labor Profiting in a troubled market Retainer business Internet marketing Praise for the previous editions of Million Dollar Consulting: “If you’re interested in becoming a rich consultant, this book is a must read.” Robert F. Mager, founder and president, Mager Associates, and member of the Training & Development Hall of Fame “Blast out of the per diem trap and into value billing.” Jim Kennedy, founder, publisher, and editor, Consultants News “The advice on developing price structure alone is worth a hundred times the price of the book.” William C. Byham, Ph.D., author of Zapp! “Must reading for those who are beginning a practice orseeking to upgrade an existing practice.” Victor H. Vroom, John G. Searle Professor, School of Management, Yale University |
| difference between management consulting and strategy consulting: Succeeding As a Management Consultant Kristina Safarova, 2020-04-10 Written for business leaders and consultants who are trying to solve significant problems and create measurable value. Readers can view the templates used in consulting studies and how they are used. All the foundational strategy and business analyses tools are taught along with the soft skills and practical tools to solve any business problem. This is the only book of its kind walking the reader step-by-step through a complete consulting study.This book follows an engagement team as they assist a large company in diagnosing and fixing deep and persistent organizational issues over an 8-week assignment. Readers will learn how they successfully navigate a challenging client environment, frame the problem and limit the scope, develop hypotheses, build the analyses and provide the final recommendations. We have placed the explanation of management consulting techniques within a lively and engaging storyline, which allows the reader to truly understand the challenges faced on consulting engagements, connect with the characters, and understand both how and why they debated elements of the study.It is written so that the reader may follow, understand, and replicate a strategic engagement using the same techniques used by the leading firms, such as McKinsey, Bain, and BCG. To make the story realistic and useful, we have worked with one client engagement throughout the book. Using different examples and different clients to explain concepts would have made it difficult for readers to see the data linkages and development of the final recommendations. The client and engagement are fictitious. The data presented are also fictitious, but they are based on actual consulting engagements and the experiences of the author and the contributing McKinsey, BCG, et. al. partners at FIRMSconsulting.com & StrategyTraining.com.RESERVE YOUR SPOT FOR FREE EPISODES FROM EX-MCK ET AL. PARTNERS AT FIRMSCONSULTING . COM/PROMOFREE EPISODE FROM THIS BOOKS COMPANION COURSE AT FIRMSCONSULTING . COM/SAAMC |
| difference between management consulting and strategy consulting: The Firm Duff McDonald, 2014-09-30 Star financial journalist Duff McDonald uncovers how the managing consulting firm of McKinsey & Company and its high-powered, high-priced business savants have ushered in waves of structural, financial, and technological shifts to the biggest and best American organizations, revealing a list of world-shaping successes and striking failures. |
| difference between management consulting and strategy consulting: Simplified Strategic Planning Robert W. Bradford, J. Peter Duncan, Peter Duncan, Brian Tarcy, 2000 Future success? or future shock? Only companies that plan ahead will survive the changes in business today--and tomorrow. |
| difference between management consulting and strategy consulting: Consulting 101 Lew Sauder, 2015-02-13 Learn the fundamentals for a successful career in ConsultingFollow these 101 tips to become an expert consultant Consulting 101 is an instructional and easy to read book providing 101 tips for success in consulting. Using case studies in many of the tips, Lew Sauder provides the reader with real world situations that he has experienced and observed over his more than 25 year career. Consulting 101 provides advice on:How to develop strong relationships with clientsHow to develop a sales focus early in your consulting careerHow to become a better communicatorHow to develop your personal brand to advance your career fasterAnd much more |
| difference between management consulting and strategy consulting: The Art of Consultancy Calvert Markham, 2019-07-31 This is the practical approach I wish I had come across much earlier in my career. Cynthia Pexton-Shaw Whether you are just starting out, considering or already working as a consultant this book is essential reading, enabling you to understand the needs of your client and to get the result they want. |
| difference between management consulting and strategy consulting: The Oxford Handbook of Management Consulting Matthias Kipping, Timothy Clark, 2012-03-29 Management consultants of various kinds play an important role in the world of business, and within other types of organization. The Oxford Handbook on Management Consulting is a comprehensive overview of thinking and research on management consultancy with contributions from leading international scholars. The first section provides an account of the historical developments in management consulting research, and how current thinking has evolved from prior work. The second section focuses on disciplinary and theoretical perspectives, their diversities, areas of synergy, and parallel concerns. The following sections examine consulting as a knowledge business, consultants and management fashion, and the relationship between management consultants and their clients. The Handbook concludes with an assessment of areas of future research and debate. By bringing together a wide range of research and thinking on management consulting across different disciplines, sub-disciplines, and conceptual approaches, the Handbook provides a comprehensive understanding of both current thinking and future directions for research. |
Percentage Difference Calculator
Aug 17, 2023 · Percentage Difference Formula: Percentage difference equals the absolute value of the change in value, divided by the average of the 2 numbers, all multiplied by 100. We then …
DIFFERENCE Definition & Meaning - Merriam-Webster
The meaning of DIFFERENCE is the quality or state of being dissimilar or different. How to use difference in a sentence.
DIFFERENCE | English meaning - Cambridge Dictionary
DIFFERENCE definition: 1. the way in which two or more things which you are comparing are not the same: 2. a…. Learn more.
Difference or Diference – Which is Correct? - Two Minute English
May 21, 2025 · The correct spelling is difference. The word ‘diference’ with a single ‘f’ is a common misspelling and should be avoided. ‘Difference’ refers to the quality or condition of being unlike …
difference - Wiktionary, the free dictionary
Apr 23, 2025 · difference (countable and uncountable, plural differences) (uncountable) The quality of being different. You need to learn to be more tolerant of difference. (countable) A …
Difference - Definition, Meaning & Synonyms - Vocabulary.com
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difference noun - Definition, pictures, pronunciation and usage …
Definition of difference noun from the Oxford Advanced Learner's Dictionary. [countable, uncountable] the way in which two people or things are not like each other; the way in which …
DIFFERENCE definition and meaning | Collins English Dictionary
The difference between two things is the way in which they are unlike each other.
Difference - definition of difference by The Free Dictionary
Difference is the most general: differences in color and size; a difference of degree but not of kind. Dissimilarity and unlikeness often suggest a wide or fundamental difference: the dissimilarity …
DIFFERENCE Definition & Meaning - Dictionary.com
Difference, discrepancy, disparity, dissimilarity imply perceivable unlikeness, variation, or diversity. Difference refers to a lack of identity or a degree of unlikeness: a difference of opinion; a …
Percentage Difference Calculator
Aug 17, 2023 · Percentage Difference Formula: Percentage difference equals the absolute value of the change in value, divided by the average of the 2 numbers, all multiplied by …
DIFFERENCE Definition & Meaning - Merriam-Webster
The meaning of DIFFERENCE is the quality or state of being dissimilar or different. How to use difference in a sentence.
DIFFERENCE | English meaning - Cambridge Dictionary
DIFFERENCE definition: 1. the way in which two or more things which you are comparing are not the same: 2. a…. Learn more.
Difference or Diference – Which is Correct? - Two Minute English
May 21, 2025 · The correct spelling is difference. The word ‘diference’ with a single ‘f’ is a common misspelling and should be avoided. ‘Difference’ refers to the quality …
difference - Wiktionary, the free dictionary
Apr 23, 2025 · difference (countable and uncountable, plural differences) (uncountable) The quality of being different. You need to learn to be more tolerant of …
