Finance Transformation Practice and Services Driving Enterprise Value Amid Disruption
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Roland Berger Group Companies
Roland Berger Group Companies Austria Roland Berger GmbH Freyung 3/2/10 1010 Vienna Bahrain Roland Berger Middle East W.L.L. Office 3201, 32nd Floor, Bldg. 2504 Road 2832 Blk 428 Al Seef District, P.O. Box 18696 C.R.No. 60310-1 Manama – Kingdom of Bahrain Belgium Roland Berger SA Vorstlaan 100 Boulevard du Souverrain 100 1170 Brussels Brazil Roland Berger Ltda. Av. Presidente Juscelino Kubitschek, 510 15° andar 04543-906 - Vl. Nova Conceicao São Paulo (Itaim Bibi) Canada Roland Berger Inc. 1000, rue Sherbrooke Ouest, bureau 2500 H3A 3G4 Montréal (Québec) China Roland Berger International Management Consulting (Shanghai) Co. Ltd. 23/F, Jing An Kerry Centre Tower 1 1515 West Nanjing Road 200040 Shanghai China Roland Berger Enterprise Management (Shanghai) Co., Ltd. 23 Floor, Shanghai Kerry Center 1515 West Nanjing Road Shanghai 200040 Germany Roland Berger GmbH Sederanger 1 80538 Munich Germany Roland Berger Holding GmbH Sederanger 1 80538 Munich Germany Roland Berger International GmbH Sederanger 1 80538 Munich Germany BCD Travel München GmbH Sederanger 1 80538 Munich Germany Expert Network GmbH Sederanger 1 80538 Munich Germany Spielfeld Digital Hub Skalitzer Str. 85/86 10997 Berlin Germany Turnaround Management GmbH Sederanger 1 80538 Munich Hong Kong Roland Berger Hong Kong Limited 16/F, Nexxus Building 41 Connaught Road Central Hungary Roland Berger Kft. Sas utca 10-12. 1051 Budapest India Roland Berger Private Limited ONE BKC Building G Block Office No. 804 8th Floor, B Wing Bandra Kurla Complex Bandra (East) Mumbai 400051 2 Roland Berger Goup Companies as of December 2020 Indonesia PT. Roland Berger Indonesia Level 40 B,C The Plaza Office Tower Jl. -
2021 Microsoft Partner of the Year Award Winners and Finalists
2021 Microsoft Partner of the Year Award Winners and Finalists The Microsoft Partner of the Year Awards acknowledge outstanding achievements and innovations from across our global partner ecosystem. This impressive group of partners and their solutions demonstrates amazing agility and creativity in building new technologies across the intelligent cloud to edge, all with the goal of exceeding customer expectations by bringing technology to life in meaningful ways. This year’s group of winners and finalists is an inspiring reflection of the impact our partner ecosystem enables through the innovative technologies they continue to build for our mutual customers. Across categories including Azure, Modern Work & Security, and Social Impact, our partners are dedicated to helping customers solve challenges and truly work to support our mission to empower every person and every organization on the planet to achieve more. Congratulations to this year’s winners and finalists, which have shown exceptional expertise, dedication to our customers, and care for our world through a year of change. Table of contents Partner of the Year Awards: Category Winners • Azure • Business Applications • Modern Work & Security • Industry • Social Impact • Business Excellence Category Finalists Country/Region Winners 2021 Microsoft Partner of the Year Award Winners – Category Azure 2021 Microsoft Partner of the Year Award Winners – Category 2021 Microsoft Partner of the Year Award Winners – Category Azure AI Icertis United States www.icertis.com Icertis’ strategic bet with Microsoft on Azure AI is delivering strong customer success and leadership positioning in the contract lifecycle management market. Hundreds of customers have been empowered through over 10 million contracts valued at more than $1 trillion, and in 40+ languages across 90+ countries. -
Personalisation for Your People
Personalisation for your people How COVID-19 is reshaping the race for talent Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we help clients with total transformation—inspiring complex change, enabling organizations to grow, building competitive advantage, and driving bottom-line impact. To succeed, organizations must blend digital and human capabilities. Our diverse, global teams bring deep industry and functional expertise and a range of perspectives to spark change. BCG delivers solutions through leading-edge management consulting along with technology and design, corporate and digital ventures—and business purpose. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, generating results that allow our clients to thrive. Personalisation for your people How COVID-19 is reshaping the race for talent Chris Mattey, Christoph Hilberath, Nicole Sibilio, Jasmine Aurora, Hermann Ruiz June 2020 AT A GLANCE The COVID-19 crisis has activated a modern industrial revolution. It has forced a rapid shift in where and how most Australians work, and broken through longstand- ing barriers to change in just three months. To understand this shift, BCG conduct- ed an online workforce sentiment survey of 1,002 people to uncover experiences and attitudes to working during COVID-19. The survey findings provide a snapshot of how employees feel about work. Some findings are intuitive, such as three-quarters of employees faced barriers to working during COVID-19, but nearly the same number also experienced positive impacts on their work. -
The ALM Vanguard: Sourcing Strategy Consulting2019
Source: ALM Intelligence’s Sourcing Strategy Consulting (c)2019; used by licensing permisssions Buyer Ratings Guide The ALM Vanguard: Sourcing Strategy Consulting 2019 $ November 2019 Source: ALM Intelligence’s Sourcing Strategy Consulting (c)2019; used by licensing permisssions Buyer Ratings Guide Contents Overview 3 ALM Vanguard of Sourcing Strategy Consulting Providers 6 Provider Capability Rankings 7 Rating Level Summaries 8 Leader Assessments 9 Provider Capability Ratings 10 Best in Class Providers 11 Provider Briefs 12 Definitions 13 Methodology 15 About ALM Intelligence 17 Author Naima Hoque Essing Senior Research Analyst, Management Consulting Research T +1 212-457-9174 [email protected] For more information, visit the ALM Intelligence website at www.alm.com/intelligence/industries-we-serve/consulting-industry/ © 2019 ALM Media Properties, LLC 2 Source: ALM Intelligence’s Sourcing Strategy Consulting (c)2019; used by licensing permisssions Buyer Ratings Guide Overview Capability Drivers With functional barriers across the value chain steadily collapsing due to greater digitally-enabled enterprise connectivity and transparency, more forward-looking companies view sourcing and procurement not as a standalone, vertical function but rather as a horizontal function, much like finance in its ability to look across the enterprise for opportunities to reduce costs and deliver value. As clients continue to improve and refine their operating models, they seek to push traditional boundaries, using advanced analytics and a deeper understanding of underlying costs and value drivers to move beyond tactical levers toward more innovative sourcing strategies and structural opportunities to improve organizational resilience to volatile external markets. Against this backdrop, leaders of sourcing strategy consulting possess several high-level commonalities. -
Artemis Met Le Big Data Au Service Des Armées
Artemis met le big data au service des armées Enjeu vital pour la défense du futur, le big data exige de réunir données, infrastructures numériques et compétences de pointe. Avec Artemis, la DGA bâtit une solution qui sera tout à la fois une plateforme technique, un environnement de développement et un écosystème d’innovation. Le consortium mené par Atos, avec Capgemini et le CEA, relèvent déjà le défi. «En fédérant l’innovation du monde civil et de la défense, Artemis devient la plateforme souveraine de big data au service des usagers du Ministère des Armées. Cet écosystème fera émerger des usages qui seront déployés dans des cycles courts, pour toujours garder l’avantage opérationnel» Le contexte Le challenge La solution La donnée, un enjeu critique Robustesse, agilité et sécurité Une approche en trois phases pour la défense Lancé par la DGA en novembre 2017, le La DGA s’est entourée de partenaires, dont Aide à la décision et au commandement, partenariat d’innovation Artemis s’inscrit Atos, afin de mener cet ambitieux projet cybersécurité, maintenance prédictive, santé dans cette stratégie générale. Il vise à doter en trois phases. La première a consisté à des militaires, combat collaboratif, drones, le ministère des Armées d’une infostructure réaliser un démonstrateur technologique, guerre électronique, … la donnée et ses de stockage et de traitement des données qui devait comporter toutes les briques de usages s’apprêtent à révolutionner le monde de masse, adaptée aux besoins de la défense la future plateforme : matériel (souverain de la défense, au point d’être considérée et capable de capter les innovations issues dans le cas d’Atos), forge logicielle à base de comme une évolution critique pour la du monde civil, avec des cycles courts de composants open source, expertises (data supériorité stratégique et opérationnelle développement. -
Internal Auditing Around the World®
ROBOTICS ARTIFICIAL INTELLIGENCE DIGITAL DATA TRANSFORMATION ANALYTICS MACHINE LEARNING TAKING ON DIGITAL INTERNAL AUDITING AROUND THE WORLD® VOLUME XIV Internal Audit, Risk, Business & Technology Consulting PROTIVITI.COM Foreword by Brian Christensen and Jonathan Wyatt Digital Transformation: A Golden Opportunity for Internal Audit Digital transformation has permeated every Organizations must be wary of their potential industry. Businesses embarking on digitally inability to respond to digital disruption and transforming processes and operations are not drive change in four key areas: improving the just embracing technological advancements. quality of customer engagement; digitizing They are also opening the door to more a product or service and thereby disrupting creativity, ingenuity and innovation. They aim an existing business model; making better, to get ahead of the curve and even perhaps data-driven decisions in near real time; and find a way to upend their entire industry. improving operational performance. While digital transformation presents Organizations undergoing digital transforma- businesses with new opportunities, it also tion typically have multiple initiatives cutting creates risks. The most profound risk is across some or all of these areas simultane- innovative disruption — namely, the threat ously. Their journey is often very complicated, INTERNAL AUDITING AROUND THE WORLD THE AROUND AUDITING INTERNAL of newer “born digital” companies grabbing arduous and long, and thus, difficult to current customers and market share thanks to manage. Ultimately, only one business their ability to transform digitally in an agile function is inherently capable of serving as manner. In many organizations, that risk is an objective guide to the board and executive compounded by resistance to change that management as they seek to understand, may impede digital transformation initiatives. -
Where There's Talent, There's Korn Ferry
Where there’s talent, there’s Korn Ferry. 2015 Annual Report The right TALENT Aligned to the business STRATEGY Ignites UNIMAGINABLE SUCCESS for our clients 1 Maximizing leadership and talent to create true competitive advantage is a complex business. At Korn Ferry, it is our business. And while the breadth and depth of our expertise is vast, there is one constant. Whether it’s through attraction, development or engagement, we empower organizations to activate and accelerate their strategy through their people. Dear stockholders In today’s complex, globalized business world, our clients IN FISCAL 2015, KORN FERRY: are finding that growth is still incredibly difficult to sustain. To be relevant and meaningful to customers and clients, • Achieved record fiscal year fee revenue CEOs are increasingly demanding an engaged, motivated of $1.028 billion, up almost 10% year-over-year and productive workforce that can innovate, is highly at constant currency agile and can drive growth across borders. • Reported $1.76 of diluted earnings per share, For Korn Ferry, the opportunity this presents is enormous. up 19% year-over-year CEOs have long claimed that people are their most • Maintained our No. 1 position among the competitive asset – but all too often, that’s been just talk. “Big 5” global search firms Today, leaders who don’t truly embrace this view and are unable to reward and inspire their people to innovate • Generated 42% of our revenue outside and disrupt, will be at a distinct disadvantage. of Executive Recruitment Through advances in technology, joined with data and • Integrated all of our developed and acquired decades of statistically validated research, our firm can now intellectual property into a single assessment measure and assess which leaders will likely be successful and development platform – Korn Ferry’s in any given role, organization, industry and geography. -
Global Center of Excellence for Healthcare
Global Center of Excellence for Healthcare kpmg.com/healthcare KPMG INTERNATIONAL Global Center of Excellence for Healthcare Supporting clients with the very best minds from around the world. Health systems around the world are facing unprecedented The KPMG Global Center of Excellence for Healthcare challenges that require policy makers, payers, providers, contains some of the world’s leading healthcare professionals. and suppliers to rethink how they work. However, while the Individuals in this team have been at the heart of health reform problems are well known the solutions are taking time to and practice for many decades. Most have held senior positions materialize – and time is running out. New approaches to in the private and public sector and are prominent members of providing and paying for healthcare must emerge in the next highly influential think tanks and associations. Based in North few years. The organizations that succeed will be those that America, Europe and Asia/Pacific, the team is mobile and works are able to adapt, experiment, innovate and take risks. alongside our network of 156 member firms to design and implement creative and practical solutions for our clients that In these unprecedented times, healthcare leaders require harness the latest in national, regional and global perspectives. insight and guidance from audit, tax and advisory professionals We are proud to introduce our team in this document. they can trust. That is why leading organizations turn to KPMG’s global health practice. Our propositions revolve around five For additional information or to speak with one of our Center core themes: of Excellence team members, contact your local engagement • Working across regional health ecosystems to redesign partner or email [email protected]. -
Catalysing Change Through Corporate Social Responsibility'
NASSCOM Foundation Offices across India Delhi Office FEB, 2015 A1 -125, Third Floor, Safdarjung Enclave Opposite Ambience Public School New Delhi – 110029, India Phone : +91 11 64782655/56/57/58/59/60/61/62 Mumbai Office Samruddhi Venture Park Ground Floor, Office # 13-16 y t Central MIDC Road Andheri East Mumbai- 400093 India i l Phone : +91 22 28328535/36/37/38/18/19 i b i Fax : +91 22 28361576 s n o Catalysing change through p Bangalore Office s e JSS Institutions Campus, First Floor, l r corporate social responsibility a CA Site No.1, HAL 3rd Stage i c Behind Hotel Leela Palace Bangalore 560 008 India o Phone: +91-80- 4115 1705-706 e s t Fax: +91-80- 41151707 a r o p Hyderabad Office r Unit 105, 1st Floor, Maximus 2B Raheja o h c MindSpace, Madhapur Hyderabad 500082 g u Phone: +91-40- 6636 6111/222/333/ 4025 1616 o r Fax: +91-40- 6636 6333 h e t g Pune Office n a B Wing, 5th Floor,MCCIA Trade Tower, h International Convention Centre Complex, g c n Senapati Bapat Road, i s Pune – 411016 y l a Fax: 020 25630415 t a Email: E-mail: [email protected] C FEB, 2015 contents Foreword 01 About The Boston Consulting About NASSCOM Foundation Preface 03 Group (BCG) Executive Summary 04 BCG is a global management consulting firm and the world's NASSCOM Foundation is a trust registered under the Indian Trust leading advisor on business strategy. We partner with clients Act 1882. -
Vol. 15: Next-Gen Internal Audit
Internal Audit, Risk, Business & Technology Consulting next-gen internal audit ARE YOU READY? VOL. Internal Auditing XV Around the World® Internal Auditing Around the World® Vol. XV Next-Generation Internal Audit: Catch the Wave BRIAN CHRISTENSEN ANDREW STRUTHERS-KENNEDY Protiviti Executive Vice President Protiviti Managing Director Global Internal Audit Global IT Audit Leader Experiment. Learn. Repeat. A critical mass of factors has led internal audit functions to a watershed moment: They must disrupt or be disrupted. At Protiviti, we refer to the innovation and transformation internal audit functions must pursue as next-generation internal audit.1 These efforts — already underway in a growing number of companies — vary. But they share an agile, holistic approach centering on new directions for governance, methodology and technology that deliver efficiency improvements, stronger assurance and more valuable business insights. For compelling reasons, chief audit executives (CAEs) are urging their teams to embrace an entrepreneurial spirit. Boards of directors and audit committees are raising their expectations regarding internal audit’s role. Directors no longer view internal audit as a place where a simple command of controls is sufficient. They and management want internal audit to address corporate culture, sustainability strategies, and other, still-unfolding and less tangible sources of organizational value. 1 The Next Generation of Internal Auditing — Are You Ready? Catch the Innovation Wave, November 2018, Protiviti: www.protiviti.com/ auditnextgen. Internal audit’s expanding role also demands keeping pace with business partners that are implementing transformation at breakneck speed. They are overhauling traditional business models and processes to enhance the customer experience, digitizing more offerings, and fortifying data-driven decision-making to boost operational performance. -
Management Consulting February 2019 Management Consulting February 2019 Sector Dashboard [4]
Sectorwatch: Management Consulting February 2019 Management Consulting February 2019 Sector Dashboard [4] Public Basket Performance [5] Operational Metrics [7] Valuation Comparison [10] Recent Deals [13] Appendix [15] 7 Mile Advisors appreciates the opportunity to present this confidential information to the Company. This document is meant to be delivered only in conjunction with a verbal presentation, and is not authorized for distribution. Please see the Confidentiality Notice & Disclaimer at the end of the document. All data cited in this document was believed to be accurate at the time of authorship and came from publicly available sources. Neither 7 Mile Advisors nor 7M Securities make warranties or representations as to the accuracy or completeness of third-party data contained herein. This document should be treated as confidential and for the use of the intended recipient only. Please notify 7 Mile Advisors if it was distributed in error. 2 Overview 7MA provides Investment Banking & Advisory Services to the Business Services and Technology Industries globally. We advise on M&A and private capital transactions, and provide market assessments and benchmarking. As a close knit team with a long history together and a laser focus on our target markets, we help our clients sell their companies, raise capital, grow through acquisitions, and evaluate new markets. We publish our sectorwatch, a review of M&A and operational trends in the industries we focus. Dashboard Valuation Comparison • Summary metrics on the sector • Graphical, detailed comparison of valuation • Commentary on market momentum by multiples for the public basket comparing the most recent 12-month performance against the last 3-year averages. -
Cloud Transformation/ Operation Services & Xaas
Cloud Transformation/ A research report Operation Services & XaaS comparing provider strengths, challenges U.S. 2019 and competitive differentiators Quadrant Report Customized report courtesy of: November 2018 ISG Provider Lens™ Quadrant Report | November 2018 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strength and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of September 2018, for providers who actively participated as 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.