Professional Documents
Culture Documents
Schedule and topics Presentations, criteria for getting the credits (participation during the lessons, presentation, ) feed-back (idioms, unknown words, ...) Exam 13.11.2011 at 09.00 am
Learning Objectives
Getting knowledge of strategy-oriented techniques Knowing scientific management approaches Improving teamwork performance and presentation skills Learning how to write a scientific paper Knowing how to judge in a constructive way
Strategic Approaches
Emotional Intelligence Five Forces Value chain Competitive Strategies Megatrends Managing for Results MarketLeadership The Nature of Managerial Work
The 7 habits
Marketstrategies
Balanced Scorecard
Core Competencies
Strategy-oriented Techniques
5S Deconstruction Cost-strucureAnalyse McKinsey/ BCG Matrix Change Management Marketstrategies 7S Product Life Cycle ABC-Analyse XYZ-Analyse Vision, Mission, Core Values Objectives
40 %
40 - 60 min 40 - 60 min
Criteria: Knowledge transfer Slides File/Hand-out Word file: scientific(term) paper (deadline 21.11) Examination 20% 40%
Standards
File name: <Doc-Type>_<Topic short form>_<Semester>
Shareholder Value
Economic Value added (Stern & Stewart) Innovation Premium (Arthur D. Little) Value Building Growth (A. T. Kearney)
Approach
Value-Growth (Mercer)
Customer Management: Grundlage fr langfristigen Markenaufbau und erfolgreiche Wettbewerbsdifferenzierung (Arthur D. Little): Customer oriented processes and structures Kundenbindung und Loyalittsmanagement (Bain): more important than shortterm success CRM-Value- Map (Deloitte): identifying the most important customers
Process oriented
BPR (Hammer/Champy): analysing and rebuilding Business Processes Deconstruction (BCG): dividing the whole company into parts and assembling them under new construction rules (Value chains) Business Transformation (Cap Gemini): Renew, reframe, restructure, revitalize of thinking, structure, market
Growth oriented
Change Management (Accenture): Support in implementing new strategies and structures Change to Grow (Mercer): Identifying and overwhelming barriers for growing Post Merger Integration by A. T. Kearney, seven rules McKinsey/BCG Portfolio Techniques (see next slide)
Value oriented
Wincor Nixdorf, IBM, Siemens Business Solutions, Accenture, Cap Gemini, IDS Scheer/Software AG, KPMG, Deloitte, TCS, SAP
Strategy-/Value - oriented
Kind of projects
BPR, Cost-cutting, Investments (Infrastructure, logistics, acquiring companies) Restructuring organisations ( lean management) Quality management (ISO 9000: 2000 9000:2008) t1
IT-Consulting
Areas
Systemintegration Outsourcing Installtion of systems Offering IT-support (increaing efficency (help-desk, trainings, project-management))
Specialization Early, active internationalization Innovation oriented Using engineering oriented approaches
Specialisation on data security +safety Focussing on specific lines-of-industry t3 Offering services in combination with market-leaders (Oracle, Microsoft, SAP, )
specific product, product oriented, because we have similar customers, similar supplier,
thiennn, 10/30/2010
Literature
Kaplan R. S.; Norton, D. P.: The strategy-focused organization, Harvard Business School Corporation 2001 Kerth, K.; Ptmann, R.: Die besten Strategietools in der Praxis, Hanser 2005 Niven, P. R.: Balanced scorecard step by step: maximizing performance and maintaining results, John Wiley & Sons 2002 Porter, M. E.: Competitive Advantage, Free Press 1985 Fink, D.: Management Consulting Fieldbook: Die Anstze der groen Unternehmensberater, 2. Auflage, Vahlen 2004 Fink, D.; Knobloch, B.: Die groen Management Consultants: Ihre Geschichte, ihre Konzepte, ihre Strategien, Mnchen 2003 McKenna, C.: The worlds newest profession: management consulting in the Twentieth Century in: Enterprise and Society, Vol. 2 (2001) S. 673-679
Literature
Biswas, S.; Twitchell, D.: Management Consulting: A Complete Guide to the Industry, John Wiley & Sons 2001 Block, P.: Flawless Consulting, Pfeiffer & Company 1999 Cope, M.: The Seven Cs of Consulting, Financial Times Prentice Hall 1999 Davenport: Process Innovation Fink, D.; Gries, A.,; Lnendonk, T. (Hrsg.) : Consulting Kompendium Das Jahrbuch fr Managementberatung, Unternehmensfhrung, Human Resources und Informationstechnologie, FAZ-Institut 2006 Hammer & Champy: Business Process Reengineering Menden, S.: Das Insider Dossier: Bewerbungen bei Unternehmensberatungen, Consulting Cases meistern, 2. Auflage, Squeaker.net 2006 Osterloh, M.; Frost, J.: Prozessmanagement als Kernkompetenz, Wie Sie Business Reengineering strategisch nutzen knnen, 4. Auflage Gabler 2003
Literature
Scholz, C: Spieler ohne Stammplatzgarantie Darwiportunismus in der neuen Arbeitswelt, Wiley-VCH 2003 Stroh, L. K.; Johnson H. H.: The Basic Principles of Effective Consulting, Lawrence Erlbaum Assoc Inc. 2006 Thommen, J. P.; Richter, A.: Management Consulting Today Strategies for a Challenging Environment, Gabler 2004 Toppin, G.; Czerniawska, F.: Business Consulting: A Guide to how it works and how to make it work, Economist Books 2005 Weiss, A.: Million Dollar Consulting Toolkit: Step-by-Step Guidance, Checklists, Templates and Samples from the Million Dollar Consultant, John Wiley & Sons 2005 Wetfeet: 25 Top Consulting Firms, Biblio Distribution 2006 Zook, C.: Profit from the Core, Growth Strategy in an Era of Turbulence, Harvard Business School Press 2001 Zook, C.: Beyond the Core, Expand your Market without abandoning your roots, Harvard Business School Press 2004