Roland Berger Brand Perceptions 2016
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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. -
Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019
Capture Consulting Offers Aligning Your Fit for Consulting Session 2 | February 19, 2019 1 Session Date Topic / Outline Kickoff | Building a Fit for Consulting • Consulting / Career Path • Entrance Criteria 1 Feb 5 • Your Fit Assessment / Spark / Career Goals • Gaps for Advanced Degree/Non-MBA Candidates • Building Business Acumen and Case Skils WE ARE HERE Aligning Fit to Consulting FIrms • Industry Overview • Consulting Firm Landscape - Firms, Specialties | Big vs. Boutique WE ARE HERE Feb 19 • Approach to Firm Research 2 • Assessing and Aligning Your FIT • Networking as Research • Case Interview Preview Get the Interview • Resume Deep Dive Summer program 3 Mar 5 • Cover Letter Deep Dirve • Networking and Importance/Integration application dates are posted! Applications <<1-1 Resume Reviews! Noon-5pm>> due March-April. Get the Offer: Part 1 • Case Interview Practice Methods 4 Mar 19 • Experience Interview - Overview • Building Your Story Matrix • Creating SOAR Outlines Get the Offer: Part 2 • Resume Walkthrough Case Workshop Apr 2 • Common Questions April 28 | 10am-6pm 5 • Challenging Questions $50 • Wrap-up/Next Steps 2 TO ACCESS SESSION MATERIALS AND RESOURCES GO TO www.archcareerpartners.com/uchicagogcc-2019 3 AGENDA CCO Session 2| Aligning Your Fit Context Fit Activities u Consulting industry u Approach to firm u Networking as overview research research u Consulting firm u Assessing/aligning u Case interview landscape your fit preview 4 Context 5 The rise of the “knowledge” profession James O. McKinsey Management Consulting 6 Establishing -
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. -
The Insights Review
REVIEWS OF THE WORLD’S LEADING INSIGHTS JUNE 2021 T H E I N S I G H T S REVIEW © Internal Consulting Group Pty Ltd 2021 IN THIS ISSUE STRATEGY SUPPLY CHAIN RETAIL & BUSINESS BANKING LEADERSHIP & EXECUTIVE DEVELOPMENT INNOVATION & DISRUPTION FINTECH GOVERNANCE, RISK & COMPLIANCE CYBER SECURITY & PRIVACY CORPORATE & INVESTMENT BANKING HUMAN CAPITAL TRANSFORMATION GENERAL INSURANCE CUSTOMER EXPERIENCE & MARKETING MACRO FINANCIAL SERVICES LOCAL GOVERNMENT & HEALTH OPERATIONS & CHANGE ARTICLE OF THE MONTH: “World FinTech Report 2021” - Capgemini About this Report Insight Sources The Insights Review by ICG presents timely abstract ICG sources candidate insights reviews of the most relevant ‘open published’ perspectives for review from the best and most and research reports from the world’s leading branded relevant material published openly management consulting firms. by (at least) the following branded This publication ensures that executives and their internal consulting firms: consultants are exposed to the widest range of high quality • ACC – The Association of ideas, techniques and methodologies developed across the Corporate Council management consulting industry globally. • Accenture Relevant insights are identified and classified once only, • AT Kearney either in a general category, or by topic alignment to an industry segment or a functional area using our proprietary • Bain taxonomy. • BDO • BCG Access to Full Reports • Capgemini If you find an insight review of interest and wish to • Deloitte access the full report, simply follow the link beneath • Ernst & Young the title. Where possible, this will take you to the full report. Occasionally, the publisher may require the user • FMCG to complete a registration or payment process prior to • Huron Consulting Group accessing the report. -
Catching the Consumer Data Wave: a New Opportunity in the Insurance
Cognizant 20-20 Insights Digital Business Catching the Consumer Data Wave: A New Opportunity in the Insurance Ecosystem With the profusion of insurance consumer data coming online, the role of data intermediaries is emerging as a key player in the insurance ecosystem. Insurance distributors are especially well-suited to take the lead in analyzing user data and sharing insights to drive innovative product offerings and growth. Executive Summary The eruption of customer wellness and activity data insurance industry is at the cusp of disruption, driven captured by wearables, lifestyle apps and other digital by a combination of nimble start-ups using emerging platforms presents a tipping point for the insurance technologies and new data sources to serve evolving industry. Today’s digital generation expects brands to customer preferences. This is pressuring insurers to use consensual data to enhance their experience by change how they approach product design, pricing and offering more personalized services and offerings. The distribution in ways that leverage all available data. February 2019 Cognizant 20-20 Insights Yet, most insurers are unprepared to access and and share insights to help all stakeholders across use this data to offer personalization, based on the ecosystem enhance their services and offers, individual risk assessments or anonymized profiles, thus providing new growth opportunities. and support customers through their various Insurers would benefit in many ways as they insurance needs and policy lifecycle. Moreover, improve the risk profiles of customers, delight them insurers are not equipped to receive and analyze in new ways, enhance product innovation and reap incoming data flows from myriad digital platforms. -
Analytics - Solutions and Service Partners 2020
2020 Analytics - Solutions and Service Partners 2020 Copyright © 2019, Information Services Group, Inc. All Rights Reserved. 1 ISG (Information Services Group) (Nasdaq: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including more than 75 of world’s top 100 enterprises, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 digital- ready professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com. © 2020, Information Services Group, Inc. All Rights Reserved. 2 Table of Contents Definition ........................................................................................................................................ 4 Quadrants Research ..................................................................................................................... -
KPMG Brand Perceptions 2016
EXTRACT CLIENT AND BRAND INSIGHTS 2016 BRAND PERCEPTION SUMMARY KPMG 2 About this brand perception summary The data contained in this summary represents the views of clients (senior end users of consulting services) as expressed to us via an online survey, more details of which you’ll find in the section entitled “methodology”. It does not represent the view of analysts. The interpretation of that data, however, is ours. It’s based on the unparalleled knowledge that we’ve acquired through years of surveying and interviewing consultants and their clients, and through the work we’ve done—and continue to do—advising the leaders of the world’s biggest and most successful consulting firms about their businesses. A full list of firms for which brand perception summaries are available can be found towards the back of this document. REPORT EXTRACT: non-exclusively licensed for internal use only 3 Methodology In December 2015 we surveyed 2,649 clients—senior end users of consulting services from around the globe, all of whom had made extensive use of consultants—and asked them to tell us about three Firms included in our global study and consulting firms of their choosing, giving us 9,278 responses in total. We asked about those firms’ how we classify them: capabilities, across a range of consulting services, about the extent to which they deliver value relative to the fees they charge, and about the attributes they associate with each firm. We also asked about the Accenture Technology likelihood of using a firm, whether they have recommended a firm, and if that firm is their first choice Aon Hewitt HR for each service. -
Roland Berger: Rating Europe
Roland Berger: Rating Europe The founder of one of the world’s top consultancies reflects on German unification, the European economy and the need for a European rating agency. Roland Berger can call this his baby, although he’s necessary conflict of interest – if you rate a product quick to point out that his consultancy merely and are paid by the manufacturer.” He adds, “Our inspired the creation of the European Rating proposal is a different business model where the Agency. After a year of hard work, he and his staff at customer pays the ratings because he has an Roland Berger Strategy Consultants succeeded in interest in an objective judgment. So I think the rallying financial support for their idea of “a global model is good. It has a future.” rating agency of European origin”. Euro crisis continues to divide Europe “As an intellectual contribution to the debate of this ratings situation worldwide and of the oligopoly or Berger is a born-tactician and has spent the last half- the monopoly of the three American rating agencies, century guiding top executives and government there was the political debate whether the leaders through numerous recessions and the global competition in the rating agency market shouldn’t transition to the information age. He has heard the be more intense,” Berger told INSEAD Knowledge inside stories – the deal making, the hefty promises in Berlin recently. “And we agreed to this, first of to shareholders and constituents. Former German all.” The agency will have the legal form of an chancellor Gerhard Schröder is his personal friend. -
WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY (Exact Name of Registrant As Specified in Its Charter)
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, 2017 or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 Commission File Number: 001-16503 WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY (Exact name of registrant as specified in its charter) Ireland 98-0352587 (Jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.) c/o Willis Group Limited 51 Lime Street, London EC3M 7DQ, England (011) 44-20-3124-6000 (Address of principal executive offices) (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 Ordinary Shares, nominal value $0.000304635 per share NASDAQ Global Select Market 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 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. -
What Customers Really Want
Klaus-Ulrich Feiler, Klaus Fuest, Dr. Marcus Steiner Study Amsterdam Bahrain Barcelona What customers really want Beijing Berlin A customer-centric strategy for telecom operators Brussels Bucharest Budapest Casablanca Chicago Detroit Düsseldorf Frankfurt Gothenburg Hamburg Hong Kong Istanbul Kyiv Lisbon London Madrid Milan Moscow Munich New York Paris Prague Riga Rome São Paulo Shanghai Singapore Stockholm Stuttgart Tokyo Vienna Warsaw Zagreb Zurich © Roland Berger Strategy Consultants 03/2011, all rights reserved www.rolandberger.com Klaus-Ulrich Feiler, Klaus Fuest, Dr. Marcus Steiner Study What customers really want A customer-centric strategy for telecom operators 2 | Study Table of contents Management summary 3 1. Why do telecom operators have difficulties understanding their customers? 4 1.1 Customer-related data in the telecom industry is becoming ever more complex 4 1.1.1 Data fragmentation causes complexity 4 1.1.2 Isolated data gathering makes consolidation difficult 6 1.2 Incoherent internal structures make it difficult to transform data into knowledge 7 1.3 Standards are defined by others. Apple, Google and eBay leverage their customer know-how much better 10 1.3.1 Apple, expert in customer understanding 11 1.3.2 Google, expert in data mining 12 1.3.3 eBay, expert in holistic customer understanding 12 2. The customer-centric philosophy: From vision to best practice 14 2.1 Stage one: Centralized operations 18 2.2 Stage two: Linear operations 19 2.3 Stage three: Interactive operations 20 2.4 Stage four: Holistic operations 22 2.5 How IT supports the transformation 24 3. Outlook 27 The authors 28 3 | What customers really want – A customer-centric strategy for telecom operators Management summary Idea: Customer centricity is more than a buzzword: it is a philosophy centered around the customer's individual needs. -
Artificial Intelligence: a Smart Move for Utilities 2 Think:Act AI in Utilities
navigating complexity March 2018 Artificial intelligence: A smart move for utilities 2 Think:Act AI in utilities CLASSICAL THE BIG SOFTWARE VS. AI 3 P. 7 83% of top European utilities executives consider artificial intelligence a high to medium priority for their business. Page 5 43% believe AI will enable new business models. Page 8 >20% efficiency gains from AI are expected in utilities in the next 1–5 years. Page 13 Think:Act 3 AI in utilities Introduction: With the energy sector undergoing a period of rapid transformation, artificial intelligence offers new solutions to manage the change. The utilities industry is at a crossroads. Its traditional Demand and supply, for example, will be managed au- models, protected by tight regulation and anchored by tonomously by intelligent software that optimizes op- low risks, safe returns, long investment cycles and erations and decision making. To keep up, utilities will above all predictability, are rapidly becoming outdated. have to develop such technologies themselves. This In their place more complex, deregulated models are they can do by either becoming innovators or sticking emerging, driven by real-time prices and smart tech- with the "configurator model" of adapting existing re- nologies, and characterized by decarbonization, decen- sources, a riskier path that could see firms lose their tralization, digitalization and ongoing sector coupling. competitive edge in the mid to long term. Without such Take, for example, the offshore wind sector, where in changes and a focus on data-driven approaches, the just a few years the market has transformed from being new, digital energy system will be difficult to manage. -
Panel of Consulting Firms
PANEL OF CONSULTING FIRMS PROJECT PREPARATION AND TRANSACTION ADVISORY FIRM ASSOCIATION CONTACT DETAILS 1 BDO LLP (United Kingdom) In association with PADECO Co., Ltd. (Japan), Murray Ross, Partner Alba Romeo & Co. (BDO ARCO) (Philippines), T: +44(0)20 7893 3338 Crown Agents Limited (United Kingdom), F: +44(0)871 429 9198 and Romulo Mabanta Buenaventura Sayoc [email protected] & de los Angeles (Philippines) 2 Joint Venture of Castalia (New Zealand) and In association with Norton Rose Fulbright Michael Schur, Managing Director Mazars (India) (Australia), The Bellwether (Philippines), and T: +1 202 466 6790 Del Callar & Partners (DCP) (Philippines) F: +1 202 466 6797 M: (202) 257-8232 [email protected] 3 CPCS Transcom Limited (Canada) In association with Aird & Berlis LLP Sean McDonnell, VP - International (Canada) and Cruz Marcelo & Tenefrancia T: +1 - 613 – 237 – 2500 (Philippines) F: +1 - 613 – 237 – 4494 Email: [email protected] 4 Joint Venture of Delhi Integrated Multi Modal K. Jayakishan, Executive Vice President, Transit System (India), Infrastructure Strategy and Business Development Development Corporation (Karnataka) Limited Tel: 91 – 11 – 43090100 (India), Uttarhand Infrastructure Development Fax: 91 – 11 – 23860966 Company Limited (India), Rajani, Singhania & [email protected] Partners (India), and Dhir & Dhir Associates (India) 5 Joint Venture of Deloitte Touche Tohmatsu India In association with ASA (India), Clasis Law Vishwas Udgirkar, Senior Director Private Limited (India) and J. Sagar Associates