ScenarioThinking - Recent changes [en]

Automation of processes

Lidia S — Thu, 09 Sep 2010 06:39:29 GMT

Inhibitors::

← Older revision		Revision as of 06:39, 9 September 2010
(5 intermediate revisions not shown)
Line 7:		Line 7:

	==Enablers:==		==Enablers:==
-	1. [[Development of ICT, web 2.0]]	+	1. [[Development of ICT, web 2.0]]<br>
		+	2. [[Globalization of companies]]<br>

	==Inhibitors:==		==Inhibitors:==
-	1.	+	1. Growing complexity of issues <br>
		+	2. Long-term customer relationships <br>
		+	3. Customized solutions needed for distinctive problems - difficult to standardize <br>

	==Paradigms:==		==Paradigms:==

Scenario 3 - Open Big Brand World

SHenderson — Wed, 08 Sep 2010 21:41:46 GMT

2010 - 2015:

← Older revision		Revision as of 21:41, 8 September 2010
(One intermediate revision not shown)
Line 23:		Line 23:
	The development of the in-house ‘touch point’ typically involved the creation of new internal positions, filled by cross-functional, highly motivated and connected people. Importantly, these ‘fringe operators’ were ‘new blood’, and so also helped to break the deep rooted internal culture barrier from previous R&D structures. The team was designed specifically to act as a living interface for the company and promote the open-source innovation concept. Aside from being the ‘touch point’ for pulling new ideas from outside sources, the team had three critical roles: 1) designing the incentive scheme to appropriately reward budding external innovators; 2) efficiently organising the multitude of ideas that were cropping up from the global think tank; and 3) completing the initial idea merit assessment. <br>		The development of the in-house ‘touch point’ typically involved the creation of new internal positions, filled by cross-functional, highly motivated and connected people. Importantly, these ‘fringe operators’ were ‘new blood’, and so also helped to break the deep rooted internal culture barrier from previous R&D structures. The team was designed specifically to act as a living interface for the company and promote the open-source innovation concept. Aside from being the ‘touch point’ for pulling new ideas from outside sources, the team had three critical roles: 1) designing the incentive scheme to appropriately reward budding external innovators; 2) efficiently organising the multitude of ideas that were cropping up from the global think tank; and 3) completing the initial idea merit assessment. <br>
	<br>		<br>
-	[[File:consultant service.jpg\|~~300px~~\|~~right~~]]	+	[[File:consultant service.jpg\|150px\|left]]<br>
	The external ‘network links’ were not extensively developed by companies during this period, but generally involved establishment of several key network links, as facilitated by consulting companies. These consultants specialised in linking up companies with government, university and private research centres. They were adept at tapping the right knowledge network and helping the company to leverage their brand to create meaningful open innovation networks. With the initial spread of the open innovation model through companies, so to these consulting groups began to cross industries and countries. <br>		The external ‘network links’ were not extensively developed by companies during this period, but generally involved establishment of several key network links, as facilitated by consulting companies. These consultants specialised in linking up companies with government, university and private research centres. They were adept at tapping the right knowledge network and helping the company to leverage their brand to create meaningful open innovation networks. With the initial spread of the open innovation model through companies, so to these consulting groups began to cross industries and countries. <br>
		+	<br>

	==2015 - 2020==		==2015 - 2020==

File:Consultant service.jpg

SHenderson — Wed, 08 Sep 2010 21:40:09 GMT

uploaded "[[File:Consultant service.jpg]]"

New page

Scenario 3 - Open Big Brand World

SHenderson — Wed, 08 Sep 2010 21:39:51 GMT

2010 - 2015:

← Older revision		Revision as of 21:39, 8 September 2010
(3 intermediate revisions not shown)
Line 23:		Line 23:
	The development of the in-house ‘touch point’ typically involved the creation of new internal positions, filled by cross-functional, highly motivated and connected people. Importantly, these ‘fringe operators’ were ‘new blood’, and so also helped to break the deep rooted internal culture barrier from previous R&D structures. The team was designed specifically to act as a living interface for the company and promote the open-source innovation concept. Aside from being the ‘touch point’ for pulling new ideas from outside sources, the team had three critical roles: 1) designing the incentive scheme to appropriately reward budding external innovators; 2) efficiently organising the multitude of ideas that were cropping up from the global think tank; and 3) completing the initial idea merit assessment. <br>		The development of the in-house ‘touch point’ typically involved the creation of new internal positions, filled by cross-functional, highly motivated and connected people. Importantly, these ‘fringe operators’ were ‘new blood’, and so also helped to break the deep rooted internal culture barrier from previous R&D structures. The team was designed specifically to act as a living interface for the company and promote the open-source innovation concept. Aside from being the ‘touch point’ for pulling new ideas from outside sources, the team had three critical roles: 1) designing the incentive scheme to appropriately reward budding external innovators; 2) efficiently organising the multitude of ideas that were cropping up from the global think tank; and 3) completing the initial idea merit assessment. <br>
	<br>		<br>
		+	[[File:consultant service.jpg\|300px\|right]]
	The external ‘network links’ were not extensively developed by companies during this period, but generally involved establishment of several key network links, as facilitated by consulting companies. These consultants specialised in linking up companies with government, university and private research centres. They were adept at tapping the right knowledge network and helping the company to leverage their brand to create meaningful open innovation networks. With the initial spread of the open innovation model through companies, so to these consulting groups began to cross industries and countries. <br>		The external ‘network links’ were not extensively developed by companies during this period, but generally involved establishment of several key network links, as facilitated by consulting companies. These consultants specialised in linking up companies with government, university and private research centres. They were adept at tapping the right knowledge network and helping the company to leverage their brand to create meaningful open innovation networks. With the initial spread of the open innovation model through companies, so to these consulting groups began to cross industries and countries. <br>

	==2015 - 2020==		==2015 - 2020==
-	[[File:pressures.jpg\|~~400px~~\|right]]	+	[[File:pressures.jpg\|120px\|right]]
	During <b>2015-2020</b>, a wave of copycat open-innovation models followed. With the rising receptiveness of the public environment to the open innovation world and the successful adoption of the open innovation model by several big brand players, companies with traditional R&D models were rethinking their innovation strategy. Mounting financial regulation in the wake of the financial crisis and growing environmental regulations were also putting pressure on company bottom lines. In the face of these additional costs, companies needed to look at innovative ways to remain competitive, and were more and more turning towards cutting edge open innovation models. The onslaught of open-innovation models buoyed the industry and led to the development of the next generation of idea capture systems. Again, this centred on two focal points: the company’s in-house ‘touch point’ and the external ‘network links’. <br>		During <b>2015-2020</b>, a wave of copycat open-innovation models followed. With the rising receptiveness of the public environment to the open innovation world and the successful adoption of the open innovation model by several big brand players, companies with traditional R&D models were rethinking their innovation strategy. Mounting financial regulation in the wake of the financial crisis and growing environmental regulations were also putting pressure on company bottom lines. In the face of these additional costs, companies needed to look at innovative ways to remain competitive, and were more and more turning towards cutting edge open innovation models. The onslaught of open-innovation models buoyed the industry and led to the development of the next generation of idea capture systems. Again, this centred on two focal points: the company’s in-house ‘touch point’ and the external ‘network links’. <br>
	<br>		<br>

File:Pressures.jpg

SHenderson — Wed, 08 Sep 2010 21:37:00 GMT

uploaded "[[File:Pressures.jpg]]"

New page

Scenario 3 - Open Big Brand World

SHenderson — Wed, 08 Sep 2010 21:36:43 GMT

2015 - 2020:

← Older revision		Revision as of 21:36, 8 September 2010
(One intermediate revision not shown)
Line 15:		Line 15:
	<br>		<br>
	In the five years from 2010, elements of the P&G model were being mimicked by leading companies, across several industries. In terms of geographical take-up, companies in Japan, India and America were most receptive to trialling the new innovation model at scale and were first off the blocks in extensively adopting the new model in search for a new competitive edge. <br>		In the five years from 2010, elements of the P&G model were being mimicked by leading companies, across several industries. In terms of geographical take-up, companies in Japan, India and America were most receptive to trialling the new innovation model at scale and were first off the blocks in extensively adopting the new model in search for a new competitive edge. <br>
-	[[File:pharma world.jpg\|~~300px~~\|right]]~~<br>~~	+	<br>
		+	[[File:pharma world.jpg\|400px\|right]]
	Concurrently, the closed innovation model started to falter. Companies such as Google continued to battle legal challenges in the world of patents. Frustrated by the growing tide of infringements and limitations of their largely closed innovation models, change was coming. Big steps from Apple in publicizing the interface to their i-Phone operating system accelerated adoption and bolstered sales. A whopping $10M prize from Google was offered to the winning application developed for their open-source Android platform. In the face of such increased competition, closed innovation companies such as Nokia were reconsidering their innovation engines and looking to open up to external groups and software developers. Elsewhere, in the Pharma space, where traditional IP rights rule, growing product development costs were also forcing change. Pharma companies were wary of the first mover’s dilemma in this respect, as it was considered a risk to be first to open up their IP and test the open innovation model. However, some companies, such as Eli Lilly, began to embrace open innovation platforms, and offered partial but sufficient IP disclosure, to successfully lure external parties for product development. <br>		Concurrently, the closed innovation model started to falter. Companies such as Google continued to battle legal challenges in the world of patents. Frustrated by the growing tide of infringements and limitations of their largely closed innovation models, change was coming. Big steps from Apple in publicizing the interface to their i-Phone operating system accelerated adoption and bolstered sales. A whopping $10M prize from Google was offered to the winning application developed for their open-source Android platform. In the face of such increased competition, closed innovation companies such as Nokia were reconsidering their innovation engines and looking to open up to external groups and software developers. Elsewhere, in the Pharma space, where traditional IP rights rule, growing product development costs were also forcing change. Pharma companies were wary of the first mover’s dilemma in this respect, as it was considered a risk to be first to open up their IP and test the open innovation model. However, some companies, such as Eli Lilly, began to embrace open innovation platforms, and offered partial but sufficient IP disclosure, to successfully lure external parties for product development. <br>
	<br>		<br>
Line 25:		Line 26:

	==2015 - 2020==		==2015 - 2020==
		+	[[File:pressures.jpg\|400px\|right]]
	During <b>2015-2020</b>, a wave of copycat open-innovation models followed. With the rising receptiveness of the public environment to the open innovation world and the successful adoption of the open innovation model by several big brand players, companies with traditional R&D models were rethinking their innovation strategy. Mounting financial regulation in the wake of the financial crisis and growing environmental regulations were also putting pressure on company bottom lines. In the face of these additional costs, companies needed to look at innovative ways to remain competitive, and were more and more turning towards cutting edge open innovation models. The onslaught of open-innovation models buoyed the industry and led to the development of the next generation of idea capture systems. Again, this centred on two focal points: the company’s in-house ‘touch point’ and the external ‘network links’. <br>		During <b>2015-2020</b>, a wave of copycat open-innovation models followed. With the rising receptiveness of the public environment to the open innovation world and the successful adoption of the open innovation model by several big brand players, companies with traditional R&D models were rethinking their innovation strategy. Mounting financial regulation in the wake of the financial crisis and growing environmental regulations were also putting pressure on company bottom lines. In the face of these additional costs, companies needed to look at innovative ways to remain competitive, and were more and more turning towards cutting edge open innovation models. The onslaught of open-innovation models buoyed the industry and led to the development of the next generation of idea capture systems. Again, this centred on two focal points: the company’s in-house ‘touch point’ and the external ‘network links’. <br>
	<br>		<br>

File:Pharma world.jpg

SHenderson — Wed, 08 Sep 2010 21:18:27 GMT

uploaded "[[File:Pharma world.jpg]]"

New page

Scenario 3 - Open Big Brand World

SHenderson — Wed, 08 Sep 2010 21:13:44 GMT

2010 - 2015:

← Older revision		Revision as of 21:13, 8 September 2010
(5 intermediate revisions not shown)
Line 1:		Line 1:
	==Overview==		==Overview==
		+	[[File:idea capture.jpg\|400px\|right]]
	<b>5 words define this world:</b><br>		<b>5 words define this world:</b><br>
	* Brand leverage<br>		* Brand leverage<br>
Line 6:		Line 7:
	* Low risk <br>		* Low risk <br>
	* Open innovation <br><br>		* Open innovation <br><br>
-	~~[[File:idea capture.jpg]] <br>~~	+	<b>2030 - State of the world</b><br>
-	<b>2030 - State of the world</b~~><br~~><br>	+
	In 2030, big companies – companies with ‘heavy’ brands – have redefined the world of innovation. Companies realised that to succeed, low-risk open innovation would only work at scale if ‘exponential incrementalism’ could be adopted: let us consider this global think tank, this idea generating machine and make it exponential! Let it reach and attract the masses of good ideas, of the right ideas. Let it be organised. What did the companies need? They needed the platform for which to efficiently capture, organise and implement the ideas. They took crowd-sourcing and coupled it with the world of social media as its platform. They integrated open innovation in the very fabric of their organisations and created the incentive system to match. In this world, companies are transparent and leverage their brand strength to pave the creative way to a more competitive future. <br>		In 2030, big companies – companies with ‘heavy’ brands – have redefined the world of innovation. Companies realised that to succeed, low-risk open innovation would only work at scale if ‘exponential incrementalism’ could be adopted: let us consider this global think tank, this idea generating machine and make it exponential! Let it reach and attract the masses of good ideas, of the right ideas. Let it be organised. What did the companies need? They needed the platform for which to efficiently capture, organise and implement the ideas. They took crowd-sourcing and coupled it with the world of social media as its platform. They integrated open innovation in the very fabric of their organisations and created the incentive system to match. In this world, companies are transparent and leverage their brand strength to pave the creative way to a more competitive future. <br>
		+	<br>

	==2010 - 2015==		==2010 - 2015==
Line 14:		Line 15:
	<br>		<br>
	In the five years from 2010, elements of the P&G model were being mimicked by leading companies, across several industries. In terms of geographical take-up, companies in Japan, India and America were most receptive to trialling the new innovation model at scale and were first off the blocks in extensively adopting the new model in search for a new competitive edge. <br>		In the five years from 2010, elements of the P&G model were being mimicked by leading companies, across several industries. In terms of geographical take-up, companies in Japan, India and America were most receptive to trialling the new innovation model at scale and were first off the blocks in extensively adopting the new model in search for a new competitive edge. <br>
-	<br>	+	[[File:pharma world.jpg\|300px\|right]]<br>
	Concurrently, the closed innovation model started to falter. Companies such as Google continued to battle legal challenges in the world of patents. Frustrated by the growing tide of infringements and limitations of their largely closed innovation models, change was coming. Big steps from Apple in publicizing the interface to their i-Phone operating system accelerated adoption and bolstered sales. A whopping $10M prize from Google was offered to the winning application developed for their open-source Android platform. In the face of such increased competition, closed innovation companies such as Nokia were reconsidering their innovation engines and looking to open up to external groups and software developers. Elsewhere, in the Pharma space, where traditional IP rights rule, growing product development costs were also forcing change. Pharma companies were wary of the first mover’s dilemma in this respect, as it was considered a risk to be first to open up their IP and test the open innovation model. However, some companies, such as Eli Lilly, began to embrace open innovation platforms, and offered partial but sufficient IP disclosure, to successfully lure external parties for product development. <br>		Concurrently, the closed innovation model started to falter. Companies such as Google continued to battle legal challenges in the world of patents. Frustrated by the growing tide of infringements and limitations of their largely closed innovation models, change was coming. Big steps from Apple in publicizing the interface to their i-Phone operating system accelerated adoption and bolstered sales. A whopping $10M prize from Google was offered to the winning application developed for their open-source Android platform. In the face of such increased competition, closed innovation companies such as Nokia were reconsidering their innovation engines and looking to open up to external groups and software developers. Elsewhere, in the Pharma space, where traditional IP rights rule, growing product development costs were also forcing change. Pharma companies were wary of the first mover’s dilemma in this respect, as it was considered a risk to be first to open up their IP and test the open innovation model. However, some companies, such as Eli Lilly, began to embrace open innovation platforms, and offered partial but sufficient IP disclosure, to successfully lure external parties for product development. <br>
	<br>		<br>

File:Idea capture.jpg

SHenderson — Wed, 08 Sep 2010 20:38:38 GMT

uploaded "[[File:Idea capture.jpg]]"

New page

Scenario 3 - Open Big Brand World

SHenderson — Wed, 08 Sep 2010 20:38:02 GMT

Overview:

Show changes

Future of Consulting 2020

Taras — Wed, 08 Sep 2010 20:14:47 GMT

Technological Driving Forces:

← Older revision		Revision as of 20:14, 8 September 2010
(One intermediate revision not shown)
Line 41:		Line 41:
	*[[Innovation]] (KL) <br>		*[[Innovation]] (KL) <br>
	*[[Rising need to co-create]] (PD) <br>		*[[Rising need to co-create]] (PD) <br>
-	*[[Rising Intellectual Power of Emerging Markets]] <br>	+	*[[Rising Intellectual Power of Emerging Markets]] (LS) <br>

	==Technological Driving Forces==		==Technological Driving Forces==
Line 47:		Line 47:
	*[[Globalization of companies]] (KL) <br>		*[[Globalization of companies]] (KL) <br>
	*[[Openness of Information]] (CR) <br>		*[[Openness of Information]] (CR) <br>
-	*[[Automation of processes]] (IT) <br>	+	*[[Automation of processes]] (LS) <br>

	= Research Questions =		= Research Questions =

Rising Intellectual Power of Emerging Markets

Taras — Wed, 08 Sep 2010 20:13:35 GMT

moved [[Rising Intellectual Power of Emerging Markets]] to [[Rising Intellectual Power of Emerging Markets (LS)]] more unique name

New page

Automation of processes

Lidia S — Wed, 08 Sep 2010 18:34:07 GMT

← Older revision		Revision as of 18:34, 8 September 2010
Line 16:		Line 16:

	==Experts:==		==Experts:==
-
-
-	~~==Timing:==~~


	==Web Resources:==		==Web Resources:==

Future of Consulting 2020

Pdaryani — Wed, 08 Sep 2010 18:03:41 GMT

Driving Forces:

← Older revision		Revision as of 18:03, 8 September 2010
(2 intermediate revisions not shown)
Line 33:		Line 33:
	= Driving Forces =		= Driving Forces =

-	1. [[Global Economic Growth]] (IT)	+	==Economic Driving Forces==
		+	*[[Global Economic Growth]] (IT) <br>
		+	*[[Complex Business Environment]] (PD) <br>
		+	*[[The Role of the Internal Consultant]] (CR) <br>

-	2. [[~~Development of ICT, web 2.0~~]] (IT)	+	==Societal Driving Forces==
		+	*[[Innovation]] (KL) <br>
		+	*[[Rising need to co-create]] (PD) <br>
		+	*[[Rising Intellectual Power of Emerging Markets]] <br>

-	3. [[~~Globalization~~ of ~~companies]] (KL)~~	+	==Technological Driving Forces==
-		+	*[[Development of ICT, web 2.0]] (IT) <br>
-	4. ~~[[Innovation~~]] (~~KL)~~	+	*[[Globalization of companies]] (KL) <br>
-		+	*[[Openness of Information]] (CR) <br>
-	~~5. [[Complex Business Environment]] (PD~~) <br>	+	*[[Automation of processes]] (IT) <br>
-		+
-	6. [[~~Rising need to co-create~~]] (PD) <br>	+
-		+
-	~~7. [[Rising Intellectual Power of Emerging Markets]] <br>~~	+
-		+
-	8. [[Openness of Information]] (CR) <br>	+
-		+
-	~~9. [[The Role of the Internal Consultant]] (CR) <br>~~	+
-		+
-	~~10.~~ [[Automation of processes]] (IT) <br>	+

	= Research Questions =		= Research Questions =
Line 57:		Line 53:
	[[Future of Consulting 2020 - Research Questions]]		[[Future of Consulting 2020 - Research Questions]]

-	=Systems Diagram=	+	=Scenarios=
		+
		+	==Systems Diagram==

	[[Future of Consulting 2020 First Draft]]		[[Future of Consulting 2020 First Draft]]
Line 63:		Line 61:
	[[Future of consulting 2020 - Final Diagram]]		[[Future of consulting 2020 - Final Diagram]]

-	= Short Scenarios Description =	+	== Short Scenarios Description ==

	'''Tradition Remains'''<br>		'''Tradition Remains'''<br>
Line 93:		Line 91:
	- Replacement of consulting services by machines <br>		- Replacement of consulting services by machines <br>

-	= Future of Consulting Scenario Tree =	+	== Future of Consulting Scenario Tree ==
	[[File:future of consulting model.jpg]]		[[File:future of consulting model.jpg]]

-	= Timelines =	+	== Timelines ==

	[[Tradition Remains Timeline]] <br>		[[Tradition Remains Timeline]] <br>
		+
	[[Inside out Innovation Timeline]]<br>		[[Inside out Innovation Timeline]]<br>
		+
	[[Collective Good Consulting Timeline]] <br>		[[Collective Good Consulting Timeline]] <br>
		+
	[[A Leap Forward Timeline]] <br>		[[A Leap Forward Timeline]] <br>

-	= Scenario Stories =	+	== Scenario Stories ==

	[[Traditions Remains]]<br>		[[Traditions Remains]]<br>

Rising need to co-create

Pdaryani — Wed, 08 Sep 2010 17:47:06 GMT

Experts:

← Older revision		Revision as of 17:47, 8 September 2010
Line 31:		Line 31:
	== Experts ==		== Experts ==

-	Fiona Czerniawska	+	Fiona Czerniawska - She is one of the world's leading authorities on the consulting industry, and the author of management reports, books and articles.

	== Web Resources ==		== Web Resources ==

Complex Business Environment

Pdaryani — Wed, 08 Sep 2010 17:46:12 GMT

Experts:

← Older revision		Revision as of 17:46, 8 September 2010
Line 31:		Line 31:
	== Experts ==		== Experts ==

-	Fiona Czerniawska	+	Fiona Czerniawska - She is one of the world's leading authorities on the consulting industry, and the author of management reports, books and articles.

	== Web Resources ==		== Web Resources ==

Future of Consulting 2020

Pdaryani — Wed, 08 Sep 2010 17:44:30 GMT

← Older revision		Revision as of 17:44, 8 September 2010
(One intermediate revision not shown)
Line 26:		Line 26:
	==Focal Issue==		==Focal Issue==
	How will Consulting industry evolve in next 10 years?		How will Consulting industry evolve in next 10 years?
-
-	~~=Systems Diagram=~~
-
-	~~[[Future of Consulting 2020 First Draft]]~~
-
-	~~[[Future of consulting 2020 - Final Diagram]]~~

	= Interview Questions =		= Interview Questions =
Line 62:		Line 56:

	[[Future of Consulting 2020 - Research Questions]]		[[Future of Consulting 2020 - Research Questions]]
		+
		+	=Systems Diagram=
		+
		+	[[Future of Consulting 2020 First Draft]]
		+
		+	[[Future of consulting 2020 - Final Diagram]]

	= Short Scenarios Description =		= Short Scenarios Description =

Future of Consulting 2020 - Interview Questions & Answers

Pdaryani — Wed, 08 Sep 2010 17:40:14 GMT

Created page with ''''Starting Questions''' 1) What keeps you awake at night? : '' Nothing. Seem to have no worries. Wants to stick to his core values of creating an atmosphere of bindin…'

New page

'''Starting Questions''' 

1) What keeps you awake at night? 
: '' Nothing. Seem to have no worries. Wants to stick to his core values of creating an atmosphere of binding people. ''
2) What do you think are the key uncertainities? 
: '' How will cocreating work. Formulating together rather than leading. Young people to formulate strategies.''
3) What is your dream? 
: '' The company currently has 56 employees. Expand the company with people from diverse backgrounds. Grow the company bigger not in terms of profit but higher in value stream. ''
4) What do you think drives the changes in consulting companies today? 
: ''Internal consulting is going to drive the future. ''

'''House of Performance related questions''' 

1) How do you differentiate your firm from other consulting firms and clients? 
: ''Realize the strategy, increase performance and focus on achieving results.''
2) What is the recent successful project and failure? What caused the differences? 
: ''Failure - A late implementation of traffic crossings project because didn't follow all the steps. Though knew everything but took 4 months instead of planned 1 month.''
: ''Success - Feels successful if employee morale is boosted by good performance.''
3) How do you maintain delivery quality? 
: '' Focus on effective leadership, process control and employee behaviour.''

'''Changes within Consulting Industry''' 

1) Do you foresee any change in traditional organization structure of consulting firms? (Hierarchical/Flat/Hexagonal) 
: '' Doesn't see any change happening in leverage model. But thinks knowledge sharing within the firm is going to hold the key to future.''
2) Do you foresee any change in pricing model? (Value based pricing as against hour based pricing) 
: '' No. Doesn't believe in value based pricing since it is money driven rather than result driven.''
3) Do you foresee an emergence of Credit rating agency for consulting firms? (Similar to what we have for banking industry Moody's) 
: '' No. Rating doesn't indicate growth of a company. If employees are happy, same would be reflected in client's trust. ''
4) Any change in the business model with more young population? 
: '' Anticipating non traditional strategy formulation by young people ''
5) Do you foresee a consolidation trend in consulting industry? 
: '' No. Small and boutique firms are powerful with specific industry/problem focus.''
6) What is the future of consulting? What areas? (More specifically, where do you see consulting by 2020 and what trends? In which industry do you see the most growth potential by 2020? Why? 
: '' Healthcare has huge potential. Retail, Logistics and Government projects are increasing.''
7)Can it be like construction industry? One main big one stop shop developer get order and maintain all relationships with the client and outsorce specialized areas for small consulting companies who are experts in specific areas. 
: '' Maintain long term relationships with other consulting firms. Work together. Either one stop shop or source it out to other consulting firms. ''

'''ICT in consulting''' 
: '' Is not a firm believer of ICT having a drastic impact on consulting.''
1) What is the role of ICT in the future of consulting? 
2) Based on ICT changes, do you foresee any standardization happening in consulting industry? 

'''Emerging markets''' 

1) Development of different markets for consultancy? 
: '' Emergence of new markets in China & India. Europe will have less focus.''
2) Development of big consulting companies which are non-US and non-European?

''' Other areas to focus - Role of universities in consulting '''

Future of Consulting 2020

Pdaryani — Wed, 08 Sep 2010 17:32:11 GMT

Undo revision 187483 by Pdaryani (Talk)

← Older revision		Revision as of 17:32, 8 September 2010
(4 intermediate revisions not shown)
Line 7:		Line 7:
	Lidia Sholkova <br>		Lidia Sholkova <br>

-	== Background ==	+	= Background =

	Problem owner: Joost Preyde (IT):<br>		Problem owner: Joost Preyde (IT):<br>
Line 24:		Line 24:

	Reading book now: Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It		Reading book now: Mojo: How to Get It, How to Keep It, How to Get It Back if You Lose It
		+	==Focal Issue==
		+	How will Consulting industry evolve in next 10 years?

-	==Systems Diagram==	+	=Systems Diagram=

	[[Future of Consulting 2020 First Draft]]		[[Future of Consulting 2020 First Draft]]
Line 31:		Line 33:
	[[Future of consulting 2020 - Final Diagram]]		[[Future of consulting 2020 - Final Diagram]]

-	== Interview Questions ==	+	= Interview Questions =

	[[Future of Consulting 2020 - Interview Questions & Answers]]		[[Future of Consulting 2020 - Interview Questions & Answers]]

-	== Driving Forces ==	+	= Driving Forces =

	1. [[Global Economic Growth]] (IT)		1. [[Global Economic Growth]] (IT)
Line 57:		Line 59:
	10. [[Automation of processes]] (IT) <br>		10. [[Automation of processes]] (IT) <br>

-	== Research Questions ==	+	= Research Questions =

	[[Future of Consulting 2020 - Research Questions]]		[[Future of Consulting 2020 - Research Questions]]

-	== Short Scenarios Description ==	+	= Short Scenarios Description =

	'''Tradition Remains'''<br>		'''Tradition Remains'''<br>
Line 91:		Line 93:
	- Replacement of consulting services by machines <br>		- Replacement of consulting services by machines <br>

-	== Future of Consulting Scenario Tree ==	+	= Future of Consulting Scenario Tree =
	[[File:future of consulting model.jpg]]		[[File:future of consulting model.jpg]]

-	== Timelines ==	+	= Timelines =

	[[Tradition Remains Timeline]] <br>		[[Tradition Remains Timeline]] <br>
Line 101:		Line 103:
	[[A Leap Forward Timeline]] <br>		[[A Leap Forward Timeline]] <br>

-	== Scenario Stories ==	+	= Scenario Stories =

	[[Traditions Remains]]<br>		[[Traditions Remains]]<br>
Line 111:		Line 113:
	[[A Leap Ahead]]<br>		[[A Leap Ahead]]<br>

-	== Presentation feedback ==	+	= Presentation feedback =

	Like that you ask the audience questions <br>		Like that you ask the audience questions <br>
Line 123:		Line 125:
	Joost was discussing some interesting strategic responses to the challenges that the scenarios raise <br>		Joost was discussing some interesting strategic responses to the challenges that the scenarios raise <br>

-	== Main Learning Points ==	+	= Main Learning Points =
	- Investigating Fundamental Business Model of Consulting <br>		- Investigating Fundamental Business Model of Consulting <br>
	- General Trends of No Value, i.e. tracing the root of the symptom <br>		- General Trends of No Value, i.e. tracing the root of the symptom <br>
	- Move away from obvious Assumptions <br>		- Move away from obvious Assumptions <br>

-	== Useful Resources ==	+	= Useful Resources =

	Fiona Czerniawska and others on future of consulting:		Fiona Czerniawska and others on future of consulting:

-	http://www.managementconsultingnews.com/<br>	+	http://davidmaister.com/articles/24/ - David Maister - a deep perspective on the consulting world<br>
		+	http://www.careers-in-business.com/consulting/hist.htm - History of consulting <br>
		+	http://www.managementconsultingnews.com/- Features ideas and tools from leading thinkers, consultants, writers, and marketers<br>
	http://www.scottberkun.com/blog/2008/thoughts-on-googles-20-time/ - A look at internal innovation programmes <br>		http://www.scottberkun.com/blog/2008/thoughts-on-googles-20-time/ - A look at internal innovation programmes <br>
	http://www.youtube.com/watch?v=soYKFWqVVzg - Interesting speech by Marissa Mayer about Google's innovation<br>		http://www.youtube.com/watch?v=soYKFWqVVzg - Interesting speech by Marissa Mayer about Google's innovation<br>
Line 141:		Line 145:
	http://www.javaworld.com/community/node/3104 interesting article about starting a business with open source <br>		http://www.javaworld.com/community/node/3104 interesting article about starting a business with open source <br>

-		+	= Numbers that Matter Presentation =
-	== Numbers that Matter Presentation ==	+
	[[Deforestation vs adult&drug tax]]		[[Deforestation vs adult&drug tax]]