DOCSLIB.ORG

2008 Marsh & Mclennan Companies Annual Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2008 Marsh & Mclennan Companies Annual Report Marsh & McLennan Companies 2008 Annual Report MMC is a global professional services firm providing advice and solutions in the areas of risk, strategy and human capital. It is the parent company of a number of the world’s leading risk experts and specialty consultants, including Marsh, the insurance broker and risk advisor; Guy Carpenter, the risk and reinsurance specialist; Mercer, the provider of HR and related financial advice and services; Oliver Wyman, the management consultancy; and Kroll, the risk consulting firm. With more than 54,000 employees worldwide and annual revenue exceeding $11 billion, MMC provides analysis, advice and transactional capabilities to clients in more than 100 countries. This annual report contains “forward-looking statements,” as defined in the Private Securities Litigation Reform Act of 1995. Please see “Information Concerning Forward-Looking Statements” on page i in the Form 10-K included in this annual report. government services unit, may be divested when Dear Shareholder market conditions improve. Maintain the performance of Guy Carpenter. A new management team led by Peter Zaffino was installed at Guy Carpenter in the first quarter and quickly s I sit down to write this letter, it is hard to undertook measures to restructure the business. For believe that I only recently celebrated my A the year, profitability was maintained in a difficult one-year anniversary as the CEO of MMC. 2008 environment, a performance turnaround that is a proved to be a remarkable year in many ways. credit to the new senior leadership at that operating When I joined the company last February, we faced company. challenges on several fronts and moved quickly to address them. As the year progressed, our work Continue profitable growth at Mercer and Oliver continued amid the pressure of economic conditions Wyman. Our two largest consulting businesses were that worsened into what will likely be the most impacted by the financial crisis that engulfed the significant recession of our lifetimes. Looking back U.S. and other major economies in the second half on 2008 now, I am very pleased to report that – while of 2008. Under the leadership of Michele Burns and we must stay vigilant and maintain focus in the face John Drzik, Mercer and Oliver Wyman began of continued economic uncertainty – MMC made implementing cost-saving steps to offset the effects significant progress over the course of the year. of potentially reduced demand. As a result, Mercer posted an excellent year, showing growth in both In March 2008, a month after becoming CEO, I underlying revenue and profitability. At Oliver presented to our Board of Directors a set of goals Wyman, a realignment of capacity leaves the that in my view were essential to the long-term company better positioned to handle projected prospects of MMC. I would like to quickly update levels of demand in the year ahead. you on these objectives: Reshape the focus of the MMC Corporate Center. Fix Marsh. Last year, we said that the linchpin of In 2008, we undertook efforts to clarify the roles and MMC’s recovery was a turnaround of Marsh, our responsibilities of the Corporate Center and began to insurance broking subsidiary. In particular, we implement initiatives designed to provide more needed to repair Marsh’s cost structure, simplify the efficient and cost-effective support to the portfolio organization, and deliver the products and services of companies that comprise MMC. Areas providing that our clients truly wanted from us in more technology, real estate and procurement services efficient ways. Under the leadership of Dan Glaser, were consolidated into a new unit, Technology & who joined the company just before I did, Marsh Business Services (TBS). In addition, executives were delivered on all fronts in 2008. As a result, the hired for two positions crucial to our continued business was returned to profitable growth with a success: In September, Vanessa Wittman joined as significant improvement in operating results, far Chief Financial Officer and Orlando Ashford was exceeding even our own goals for the year. Even more hired as Head of MMC Human Resources. striking was that this performance was achieved during a soft insurance cycle. It is clear that Dan and n short, the 2008 objectives we set for ourselves his team are successfully executing their turnaround I were largely achieved, a feat all the more plan, and we look for continued improvements to the impressive given that it took place against the operating and service models this year. backdrop of the most severe recession in decades. I am deeply proud of the work of MMC’s management Rationalize Kroll. In the first quarter, we changed team and everything they were able to accomplish the management at Kroll, promoting Ben Allen to last year. CEO. We examined Kroll’s many businesses and determined that several – while good, solid As we began 2009, we continued to face uncertainty. businesses – were not in keeping with MMC’s long- While we all, including our clients, would like to see term objectives for growth and should therefore be dramatically improved economic conditions this divested. We sold Kroll’s U.S. and U.K. restructuring year, we cannot rely on that scenario and will businesses to their senior executives in late 2008. manage MMC accordingly. Our first priorities for Several other Kroll businesses, including the 2009 are to continue the momentum we achieved in 2008 and to manage MMC in a manner that Mercer and Oliver Wyman. Continue to produces acceptable returns in this difficult manage these companies effectively during the environment. continued turbulent business conditions. Kroll. Continue to build Kroll as a company, However, we also need to recognize the supporting short- and medium-term growth importance of striking the correct balance: We while reducing economic impact on market- must manage MMC prudently in the current sensitive lines of business. environment, but we must undertake the initiatives and make the appropriate was an excellent reminder for us investments that will better position the 2008 all that no one can predict the company for long-term growth and stability. future. However, I can say with confidence that our achievements last year make for an We will continue, for example, to seek excellent foundation on which to continue our thoughtful, accretive acquisitions that enhance success in 2009. If we continue to execute on the market-leading positions of our operating all of our strategies across the operating companies. We will also seek to improve our companies – and assuming that economic technology infrastructure to gain greater conditions do not take a dramatic turn for the efficiencies and to stay competitive. And we worse – I feel comfortable saying that although will invest in people: in attracting talent, we do not expect this year to be easy, we have whether individuals or teams, and in retaining the pieces in place to produce profitable growth. the great professionals already at the firm. During the past year, we put together a largely It is also important to remember that while the new senior leadership team for MMC. We have current economic environment is a stressful already begun to see the evidence of what this one, MMC’s value proposition is to provide top-flight group of executives can produce. In clients with the ideas, insights and solutions to 2009, I will be working with this team to ensure help them mitigate risk and manage through that we are aligned in our focus to execute on times of crisis. Our goal is be the preeminent MMC’s short-term goals while making the source of innovative and cutting-edge decisions necessary to assure long-term success. thinking – what we call “thought leadership.” In times like these, when the very ground on My major goals as CEO for 2009 include: which our clients stand is shifting, our expertise Manage MMC prudently in the face of will be in even greater demand. For MMC, great uncertainty, resulting in growth in earnings challenges present great opportunities. while protecting the key assets of the firm. I believe in our mission: MMC is a professional services firm committed to assist our clients in Invest in protecting and enhancing our human the protection and enhancement of value capital through talent development and through advice and solutions in risk, strategy increased employee engagement. and human capital. We have the right Ensure that the MMC Operating Companies, companies under the MMC umbrella to achieve the MMC Corporate Center and TBS execute our goals, a talented executive team leading the their strategies and react to macro-economic company, and more than 54,000 colleagues and market changes in a timely manner. around the world doing their best each day for Specific goals for the Operating Companies their clients. I look forward to our mutual include: success. Marsh. Continue the transformation of the Sincerely, U.S. business and effectively launch Marsh & McLennan Agency for the small and emerging growth sector. Guy Carpenter. Capitalize on opportunities Brian Duperreault, President and CEO for growth amid continued industry consolidation. February 27, 2009 UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2008 Commission File No. 1-5998 Marsh & McLennan Companies, Inc. (Exact name of registrant as specified in its charter) Delaware 36-2668272 (State or other jurisdiction of (I.R.S. Employer Identification No.) incorporation or organization) 1166 Avenue of the Americas New York, New York 10036-2774 (Address of principal executive offices; Zip Code) (212) 345-5000 Registrant’s telephone number, including area code Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common Stock, par value $1.00 per share New York Stock Exchange Chicago Stock Exchange London Stock Exchange Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Load more

Recommended publications
  • Aon Plc 2020 10-K
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 ____________________________________________________________________________ FORM 10-K (Mark One) ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 FOR THE FISCAL YEAR ENDED DECEMBER 31, 2020 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission file number: 1-7933 ___________________________________________________________________________________________ Aon plc (Exact name of registrant as specified in its charter) IRELAND 98-1539969 (State or other jurisdiction of (I.R.S. Employer incorporation or organization) Identification No.) Metropolitan Building, James Joyce Street, Dublin 1, Ireland D01 K0Y8 (Address of principal executive offices) (Zip Code) +353 1 266 6000 (Registrant’s Telephone Number, including area code) Securities registered pursuant to Section 12(b) of the Act: Title of Each Class Trading Symbol Name of Each Exchange on Which Registered Class A Ordinary Shares, $0.01 nominal value AON New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: NONE ________________________________________________________________________________________________________________________________________________________________________________ Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐ Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act. Yes ☐ No ☒ Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
    [Show full text]
  • Top Companies for Leaders 2011 Study Insights and Best Practices Asia Pacifi C
    Consulting Talent & Rewards Top Companies for Leaders 2011 Study Insights and Best Practices Asia Pacifi c Aon Hewitt I Consulting 1 About Aon Hewitt's Top Companies for Leaders (TCFL) study is one of the the Study most comprehensive studies on organizational leadership practices around the globe. 478 organizations participated in the 2011 global study. Our fi rst study results, published in 2002, uncovered a link between fi nancial success and great leadership practices and identifi ed differentiating elements found only in Top Companies. We conducted this study again in 2003, 2005, 2007 and 2009. The data derived from these fi ve studies provided the foundation for our 2011 study which we believe to be the most comprehensive global study available on leadership to date. Aon Hewitt conducted the 2007, 2009 and 2011 Top Companies for Leaders studies in partnership with FORTUNE and The RBL Group. 2 Top Companies For Leaders 2011 Study Executive Organizations that have great leadership practices demonstrate strong fi nancial results over the long term. Leadership is the single most valuable competitive advantage today. While it helps in gaining an Summary edge over competition, it proves to be even more valuable as economies go through ups and downs. It was within this economic context that Aon Hewitt and its study partners - The RBL Group and FORTUNE - undertook the 2011 Top Companies for Leaders study. Globally, 478 companies participated in the research of which 152 companies were from Asia Pacifi c (APAC). A comprehensive evaluation process comprising of a scan of leadership practices and policies of organizations, in-depth interviews with HR leaders, CEOs and senior leaders, and fi nally blind judging from the shortlist, culminated in the Global Top Companies for Leaders.
    [Show full text]
  • Relatório De Contas 2020 Aon Reinsurance, S.A
    Relatório de contas 2020 Aon Reinsurance, S.A Relatório de Gestão Aon Reinsurance, SA Exercício findo em 31 de dezembro de 2020 AON REINSURANCE, S.A. EXERCÍCIO DE 2020 RELATÓRIO DE GESTÃO A sociedade Aon Reinsurance, S.A. tem por objeto a corretagem de resseguros, consultadoria de seguros e, por último, a aquisição de participações no capital de outras sociedades, desde que previamente autorizadas pelo Instituto de Investimento Estrangeiro. GOVERNO SOCIETÁRIO O capital social da sociedade no montante de 100.000 euros, representado por 20.000 ações de valor nominal de 5 Euros, encontra-se integralmente subscrito e realizado, sendo subscrito em 100% pela sociedade Aon Portugal, S.A.. As ações são nominativas, sendo representadas por títulos de uma, cinco, dez, cinquenta e cem ações. Os acionistas gozam direito de preferência na alienação onerosa das ações mesmo a favor de outros acionistas. A administração da Sociedade é exercida por um Conselho de Administração, composto por um número ímpar de membros, de três a nove, eleitos pela Assembleia Geral, que designará também o respetivo presidente, por um período de quatro anos podendo ser reeleitos uma ou mais vezes. O Conselho de Administração reunirá, pelo menos, duas vezes em cada exercício. Compete ao Conselho de Administração, dentro dos limites da lei e dos estatutos da sociedade, deliberar sobre qualquer assunto de administração da sociedade e, nomeadamente, sobre: a) Relatório e contas anuais; b) Aquisição, alienação e oneração de bens imóveis; c) Abertura ou encerramento de estabelecimentos; d) Modificações importantes na organização da Empresa; e) Mudança da sede social e aumento de capital; e f) Aquisição ou alienação de participações sociais de outras sociedades, nos termos legais.
    [Show full text]
  • Workplace Pensions
    INDEPENDENT PUBLICATION BY RACONTEUR.NET #0504 28 / 02 / 2018 WORKPLACE PENSIONS FINANCIAL PLANNING TECHNOLOGY CAN BE WHEN DERISKING IS 03 TARGETS SAVINGS GAP 13 THE ‘WOW MOMENT’ 14 THE SAFEST OPTION LOOKING for the key to PENSIONS ENGAGEMENT? Discover how to unlock better retirement outcomes. Call 0344 573 0033 or visit aon.com/pensionsengagement Aon Hewitt Limited and Aon Consulting Limited are authorised and regulated by the Financial Conduct Authority. Aon Hewitt Limited Registered in England & Wales. Registered No: 4396810. Registered Office: The Aon Centre, The Leadenhall Building, 122 Leadenhall Street, London EC3V 4AN. Aon Consulting Limited Registered in England & Wales. Registered No: 03127195. Registered Office: Briarcliff House, Kingsmead, Farnborough GU14 7TE. RACONTEUR.NET 03 FINANCIAL WELLBEING WORKPLACE PENSIONS Holistic fi nancial planning Distributed in Navigating through to target savings gap Published in association with Employers and pension providers are increasingly off ering lifetime uncertain waters fi nancial planning in a bid to engage staff in saving for retirement for pension fund CONTRIBUTORS TIM COOPER broader workplace packages will become more common as compa- inancial wellness has become nies need them to attract the best TIM COOPER VIRGINIA a buzz phrase in the last few talent, he says. Award-winning MATTHEWS years. For employers, it refers Mr Tran says Willis Towers sponsors, trustees freelance financial Freelance writer to anything that supports the Watson’s research shows that the journalist, he and editor,
    [Show full text]
  • Participating Organisations | June 2021 Aon Rewards Solutions Proprietary and Confidential
    Aon Rewards Solutions Proprietary and Confidential Participating organisations | June 2021 Aon Rewards Solutions Proprietary and Confidential Participating organisations 1. .au Domain Administration 44. Alexion Pharmaceuticals Limited Australasia Pty Ltd 2. [24]7.ai 45. Alfa Financial Software 3. 10X Genomics* Limited 4. 4 Pines Brewing Company 46. Alibaba Group Inc 5. 8X8 47. Alida* 6. A.F. Gason Pty Ltd* 48. Align Technology Inc. 7. A10 Networks 49. Alkane Resources Limited 8. Abacus DX 50. Allianz Australia Ltd 9. AbbVie Pty Ltd 51. Allscripts 10. Ability Options Ltd 52. Alteryx 11. Abiomed* 53. Altium Ltd 12. AC3 54. Amazon.com 55. AMEC Foster Wheeler 13. ACCELA* Australia Pty Ltd 14. Accenture Australia Ltd 56. Amgen Australia Pty Ltd 15. AccorHotels 57. AMP Services Limited 16. Acer Computer Australia Pty Ltd* 58. AMSC 17. Achieve Australia Limited* 59. Analog Devices 18. Achmea Australia 60. Anaplan 19. ACI Worldwide 61. Ancestry.com 62. Anglo American Metallurgical 20. Acquia Coal Pty Ltd 21. Actian Corporation 63. AngloGold Ashanti Australia 22. Activision Blizzard Limited* 23. Adaman Resources 64. ANZ Banking Group Ltd 24. Adcolony 65. Aon Corporation Australia 25. A-dec Australia 66. APA Group 26. ADG Engineers* 67. Apollo Endosurgery Inc. 27. Adherium Limited 68. APPEN LTD 28. Administrative Services 69. Appian* 29. Adobe Systems Inc 70. Apple and Pear Australia Ltd* 30. ADP 71. Apple Pty Ltd 31. Adtran 72. Apptio 32. Advanced Micro Devices 73. APRA AMCOS 33. Advanced Sterlization 74. Aptean Products* 75. Aptos* 34. AECOM* 76. Apttus 35. AEMO 77. Aquila Resources 36. Aeris Resources Limited 78. Arcadis 37.
    [Show full text]
  • Top 50 Management Andstrategy Consulting Firms
    © 2008 AGI-Information Management Consultants May be used for personal purporses only or by libraries associated to dandelon.com network. VAULT GUIDE TO THE TOP 50 MANAGEMENT ANDSTRATEGY CONSULTING FIRMS MARCY LERNER AND THE STAFF OF VAULT UNIVERSlf&T ST. QALLEN HOCHSCHULE FUR WIRTSCHAFTS-, ,ECHTS- UNO SOZIALWISSENSCHAFTEN @ 2004 Vault 1°C. BlBLlOTHEK Table of Contents INTRODUCTION 1 A Guide to This Guide ....................................... .I THE VAULT PRESTIGE RANKINGS 7 Ranking Methodology ........................................ 9 TheVault50 ...............................................10 Practice Area Ranking Methodology ............................ 12 THE VAULT QUALITY OF LIFE RANKINGS 17 Quality of Life Ranking Methodology ........................... 19 Quality of Life: Top 10 ....................................... 20 OVERVIEW OF THE CONSULTING INDUSTRY 27 The State of Consulting ...................................... 29 Practice Areas .............................................. 31 THE VAULT 50 35 1. McKinsey & Company .................................... 36 2 . Boston Consulting Group ................................. SO 3 . Bain& Company ........................................ 60 4 . Booz Allen Hamilton ..................................... 72 5 . Gartner ................................................ 88 6 . Monitor Group .......................................... 94 7 . Mercer Management Consulting ........................... 104 8 . Deloitte ............................................... 114 9 . Mercer Oliver
    [Show full text]
  • 2020 Aon Impact Report Contents
    2020 Aon Impact Report Contents 4 Welcome 39 Taking Care of Others 42 Innovating To Support Clients Through Volatile Times 5 Our Commitment 48 Helping Communities Recover, Reopen and Thrive 53 Taking Action to Deepen Diversity within Businesses 6 Our Firm and Communities 6 In the Business of Better Decisions 7 Our Solutions 59 Preparing for the Future 9 Driving a One Firm Vision 62 Leading with a Strong Foundation 11 Taking Bold Steps to Establish a New Standard of 68 Reducing Environmental Footprint Client Leadership 74 Protecting Assets, Data and Ensuring Privacy 78 Building Resilient Communities Around the World 16 Taking Care of Our Own 19 Protecting our 50,000 colleagues 88 Impact by the Numbers 24 Investing in Workforce Resilience 31 Prioritizing Our Ongoing Commitment to Inclusion and Diversity The goals, targets and commitments discussed in this report are aspirational. As such, no guarantees or promises are made that these goals, targets and commitments will be met. Statistics and metrics included in this report are in part dependent on the use of estimates and assumptions based on historical levels and projections and are therefore subject to change. This report has not been externally assured or verified by an independent third party. This report is not comprehensive and, for that reason, should be read in conjunction with our filings with the Securities and Exchange Commission, including our Annual Reports on Form 10-K and Quarterly Reports on Form 10-Q, particularly the “Forward-Looking Statements” and “Risk Factors” sections of these filings) and our proxy statements, all of which can be found at ir.aon.com.
    [Show full text]
  • Preparing Health Systems for Tumour-Agnostic Treatment
    Preparing Health Systems for Tumour-Agnostic Treatment Tumour-agnostic therapies will play an important role in a new era of personalised healthcare, challenging existing diagnostic and value assessment frameworks. The 2017 A.T. Kearney Foreign Direct Investment Confidence Index: Glass Half Full 1 Advances in oncology have resulted in several revolutionary treatment modalities, which have made inroads into the way we fight cancer. One of these breakthroughs entails the development of medicines that target specific mutations or genomic alterations in different tumours, resulting in a complete and lasting response to treatment in affected patients.1, 2 This new class of treatments is known as “tumour-agnostic” or “histology-independent” therapies because of how they target the genomic alteration within a tumour, regardless of where in the body it has formed. By the end of 2018, the Food and Drug Administration (FDA) had approved two medicines for tumour-agnostic indications, paving the way for their commercialisation in the US. However, these types of therapies face significant challenges in adoption due to both how these new technologies will be assessed for value and reimbursed, and to the diagnostic infrastructure required to ensure that the patients most likely to respond to these treatments are identified and can gain timely access. This report was commissioned by F. Hoffmann-La Roche in November 2018 to review the landscape for tumour-agnostic treatment in the five largest European healthcare markets (Germany, France, Italy, United Kingdom and Spain) and Canada. The research is based on a review of publicly available industry reports, articles, recent publications and 30 interviews with oncologists, regulators, health technology assessors, policymakers, pathologists and payers across these markets.
    [Show full text]
  • Recruitment Today: Managing the On-Campus Brand
    Recruitment Today: Managing the On-campus Brand By Kathryn Christie UNIVERSITY-BASED RECRUITING PRACTICES HAVE COME A LONG WAY FROM THE days of alumni looking to bring on new hires from their alma maters, when firms could just ship flyers to a school’s career centre and make a few phone calls. Recruiting has flourished into a heavily resourced, high-touch Kathryn Christie is an approach to connect with, educate, and entice the most promising students analytics and talent as early as their first week on campus. management consultant. The evolution has been dramatic, from a one-size-fits-all approach to She is focused on high- a focus on being the preferred choice for the preferred customer. If that impact research and sounds like marketing, it’s no accident: on-campus recruiting is paralleling analytics that improve the world of marketing, specifically the niche world of content marketing. talent practices Content marketing involves creating and distributing relevant content — throughout the entire from how-to videos and buying guides to infographics and crowd-sourced employee life cycle. Kathryn earned a Master of lists — to attract and acquire a clearly defined audience. As firms Science, management, increasingly focus on generating marketing content to attract their ideal from Smith School of customers, so to do corporate recruiters provide high-potential students Business, Queen’s with compelling and useful material that also brands the company as a top University. employer. It’s been termed “content recruitment,” and the trend is picking Additional reporting by up steam. Alan Morantz, editor of This form of recruiter-driven brand management takes many forms.
    [Show full text]
  • 2020 Compensation and Benefits Report
    2020 CompensationTEMPORARY SOLUTIONSand Benefits Report Report to the Joint Legislative Appropriations Committee January 2021 Barbara Gibson | State Human Resources Director Andrea Clinkscales| Director, Total Rewards Division This online report was produced by the North Carolina Office of State Human Resources. TABLE OF CONTENTS I. Executive Summary ....................................................................... 2 II. Introduction .................................................................................. 5 NC Total Compensation Philosophy III. Total Compensation ...................................................................... 6 Total Compensation Model Salary and Benefits as a Percentage of Total Compensation IV. Economic Review ........................................................................... 8 General Salary and Budget Trends Consumer Price and Employment Cost Indices V. Base Pay and Labor Market Analysis .............................................. 10 Market Pricing Methodology Market Pricing Findings VI. Additional Analysis ........................................................................ 18 Use of Salary Adjustment Funding Recruitment and Retention New Hire Demographics and Strategies Turnover Rates and Cost Longevity VII. Benefits Analysis ........................................................................... 23 State Benefits Offered During COVID-19 Pandemic Paid Parental Leave Paid Time Off Analysis Health Insurance Statewide Flexible Benefits Program (NCFlex) Retirement Appendix
    [Show full text]
  • Wharton Consulting Club Casebook
    WHARTON CONSULTING CLUB CASEBOOK December 2010, © Wharton Consulting Club Contents 2 Section Page # Introduction 3 Consulting Industry Guide 6 Industry Overview Firm Overviews (10 Firms) Interview Preparation 18 Interview Overview – Fit + Case Sample Frameworks Industry Snapshots Practice Cases 50 14 Practice Cases Links to Other Cases 126 Cases from Firm Websites Suggested Cases from other Casebooks Note to the reader 3 Dear Consulting Club Member, This casebook is meant to provide you with a brief overview of consulting recruiting and interview preparation as well as a number of practice cases. Please note that this is meant to supplement the excellent work done by our and other schools in earlier caseboo ks, so we strongl y encourage you to not make this your sole reference. We have indicated which other casebooks we found particularly useful at different points in this casebook. Good luck! - 2009 Wharton Consulting Casebook Editorial Team BIG PICTURE: CONSULTING RECRUITING INVOLVES LOTS OF LITTLE THINGS… THERE IS NO SILVER BULLET 4 Your objective What resources you will need to use Gather Info, • Is consulting what you want to do? • MBACM industry chats Network & • Which firm do you want to join? • Firm websites / Vault / WetFeet • Why do you want to join a certain • Coffee chats Decide firm? • EISes • Chd(Connect the dots (pre-MAMBA to MAMBA • SdSecond Years / First Years fffrom firms to consulting) • Speakers on campus • Get invited to interview (prepare • MBACM resume review Apply good resume and cover letter) • Resumania
    [Show full text]
  • ISG Providerlens™ Quadrant Report
    Next-Gen Private/Hybrid A research report Cloud - Data Center comparing provider strengths, challenges Services & Solutions and competitive differentiators Managed Hosting for MidMarket Nordics 2020 Quadrant Report Customized report courtesy of: July 2020 ISG Provider Lens™ Quadrant Report | July 2020 Section Name About this Report Information Services Group Inc. is solely responsible for the content of this report. Un- ISG Provider Lens™ delivers leading-edge and actionable research studies, reports less otherwise cited, all content, including illustrations, research, conclusions, assertions and consulting services focused on technology and service providers’ strengths and and positions contained in this report were developed by, and are the sole property of weaknesses and how they are positioned relative to their peers in the market. These Information Services Group Inc. reports provide influential insights accessed by our large pool of advisors who are The research and analysis presented in this report includes research from the ISG actively advising outsourcing deals as well as large numbers of ISG enterprise clients Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, who are potential outsourcers. briefings with services providers and analysis of publicly available market information from multiple sources. The data collected for this report represents information that For more information about our studies, please email [email protected], ISG believes to be current as of April 2020 for providers who actively participated as call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time, but those changes are not reflected in this report.
    [Show full text]