DOCSLIB.ORG

Executive Search - in Depth Research

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Executive Search - in Depth Research Executive Search - in depth research Business Question 1 April 2015 © Copyright 2014-2015 Evalueserve Ltd. All rights reserved. Contents Executive Profiles Complete Candidates ………………………………………………………………………………………………………>> Potential Candidates ………………………………………………………………………………………………………>> Disclaimer ……………………………………………………………………………….>> © Copyright 2014-2015 Evalueserve Ltd. All rights reserved. Complete Candidates - Page 1 Work exp (years) S.No. First Name Last Name Speaks German As strategy consultant in top Management Consulting Companies Total In HR role consulting firm 1 Fabian Huhle Yes 13+ 11 4 Roland Berger 2 Maren Hauptmann Yes 16 16 16 Deloitte, Roland Berger 3 Hendrik Schmahl Yes 18 14 14 Accenture, Deloitte 4 Remo Schmid Yes 24 16 16 PwC 5 Friederike Woermann-Seiger Yes 18 12 5 Roland Berger 6 Hans Geene Yes 17 17 17 PwC 7 Matthias Thalmann Yes 15 15 15 Accenture, Deloitte 8 Udo Bohdal-Spiegelhoff Yes 25 16 16 Deloitte 9 Frank Schaefer Yes 20 17 17 Deloitte 10 Christian Ballerstaller Yes 16 8 8 Accenture, Deloitte 11 Tim Zimmermann Yes 25 23 23 Roland Berger 12 Michiel Van Den Berg Yes 16 10 14 Deloitte 13 Kurt Grützner Yes 25 6 18 Deloitte 14 Thomas Zeltner Yes 25 15 10 Accenture 15 Corinna Schmalz Yes 16 9 16 Accenture 16 Andreas Thut Yes 38 12 12 McKinsey 17 Hilde Herrmann Yes 32 22 32 Bain & Company 18 Frank Gundel Yes 14 6 7 Accenture and Deloitte 19 Sandra Rau Yes 16 10 16 Deloitte 20 Sascha Lutz Yes 14 14 14 Deloitte, Accenture, BearingPoint 21 Genevieve Vancutsem-Zednik Yes 15 8 8 Deloitte 22 Karen Tanner Yes 24 22 9 McKinsey, Oliver Wyman 23 Alexander Kuhnigk Yes 22 6 10 Deloitte, Accenture 24 Oliver Wirth Yes 21 5 16 Arthur Andersen Business Consulting 25 Linda Gross Yes 19 13 9 Deloitte 26 Gerhard Bader Yes 18 11 11 Deloitte, Accenture, Infosys Lodestone 27 Jakob Kiehne Yes 15 8 15 Deloitte 28 Peter Ahlers Yes 14 7 14 EY, Arthur Andersen 29 Zoltan Kis-Varga Yes 15 6 9 EY, Arthur Andersen 30 Leonie Noordanus Yes 20 6 8 Deloitte 31 Ana Adamsson Yes 20 9 11 Deloitte, PWC 32 Theres Truempi Yes 21 9 17 Deloitte 33 Dario Schuler Yes 26 7 10 EY, BearingPoint, KPMG 34 Basak Schall (Bayar) Yes 17 16 17 Ernst & Young 35 Dieter Kastenhuber Yes 31 12 6 Capgemini 36 Iris Martens Yes 18 13 8 Accenture 37 Till Lohmann Yes 21 17 10 PwC 38 Martina Kollof Yes 20 16 20 Accenture 39 Per Breuer Yes 16 7 7 Roland Berger 40 Stefan Weiss Yes 14 13 14 Deloitte and Accenture 41 Martina Borghoff Yes 15 8 10 Deloitte Complete Candidates - Page 1 Complete Candidates - Page 2 Current Designation Current Company Location Notes Sources Partner Roland Berger Germany The candidate has more than 13 years ofCompany experience website but is not LinkedInlisted on his LinkedIn profile. Partner Deloitte Germany The candidate specializes in human resourcesLinkedIn (HR) excellence, Zoominfotalent & leadership, change management and organizational design. Director - Human Capital Advisory Services Deloitte Germany Xing LinkedIn Partner - Human Capital Consulting PwC Switzerland Company website LinkedIn Head of Global Talent Development Roland Berger Germany Friederike Woermann-Seiger was SeniorLinkedIn Project Manager with Roland Berger for 12 years and 4 months. Her responsibilities in this role also included some HR activities. Partner, Leader HRS PwC Switzerland Company website LinkedIn Director - Human Capital Advisory Services Deloitte Germany The candidate specializes in HR Strategy,LinkedIn HR Transformation, HeadcountXing Optimization. Partner and Practice Leader - HR Advisory Services Deloitte Germany Udo leads the Human Capital ConsultingCompany Practice websiteat Deloitte GermanyLinkedIn and specializes in Change Management, Strategy Execution, Organizational Development & Design, Leadership Development, Talent & Workforce Strategies and Corporate Learning. Partner - Head of HR Transformation Deloitte Germany Frank Schäfer heads as a partner at DeloitteCompany Consulting, website HR TransformationLinkedIn service line within Human Capital Advisory Services. He has more than 17 years of consulting expertise in the subject area Human Capital Management, esp. in HR transformation. His consulting work focuses on the development and integration of business and HR organizational models, development of HR Competence Centers and HR Business Partner solutions, and design and implementation of HR Shared Services. Management Consulting Manager - Human Capital Deloitte Germany The candidate specializes in OrganizationLinkedIn Strategies and Talent Management. Geschäftsführer Carpe Diem Vermögensverwaltung GmbH Germany LinkedIn Head of Group Remuneration and Organization Effectiveness Erste Group Germany LinkedIn Group Talent Manager Holcim Switzerland LinkedIn Director HR - Accenture Software Accenture Germany LinkedIn Xing Senior Principal - Accenture Strategy, Talent & Organization Accenture Switzerland LinkedIn COO Switzerland McKinsey Switzerland LinkedIn Founder Herrmann People Consulting Germany LinkedIn Xing HR Leader NA Germany The total work experience is 14 years. TheLinkedIn person has not disclosed his current company name on LinkedIn. HR - Personnel and Organizational Development Projects Unknown Germany LinkedIn Director - Human Capital Advisory Services Deloitte Germany LinkedIn Xing Manager - HR Transformation Deloitte Germany LinkedIn Partner, Head of Consulting Personnel and Development McKinsey Germany LinkedIn Senior Consultant Deloitte Germany Linkedin Owner Promerit Talent Management Consulting Germany Linkedin Senior Manager Deloitte Germany Linkedin Director - Human Capital Advisory Services Deloitte Germany Linkedin Senior Manager Deloitte Germany Linkedin Head of HR Business Partnering, HR Services & Recruiting Comdirect Bank AG Germany Language taken from university Linkedin Senior HR & Talent Manager GPPE, AMM & Europe Region Alcoa Germany Linkedin Freelance consultant Topadvies Switzerland Language taken from university Linkedin Executive Search, Freelance Headhunter Confidential Switzerland Linkedin Independent consultant Therestruempi.ch Switzerland Linkedin Senior Associate Partner AVIADO-Partners Germany LinkedIn Senior Manager Ernst & Young Germany LinkedIn Partner Kudos Corp Germany LinkedIn Human Capital Strategy Manager Accenture Germany LinkedIn Partner - People & Change PwC Germany LinkedIn Principal Director - HR Strategy & Transformation Accenture Germany Language taken from university LinkedIn Head of Global HR Roland Berger Germany Company website LinkedIn Human Capital Advisory Services Deloitte Germany Yes based on the education. Total workLinkedIn experience is 14 years.Xing Leader Performance, Potential & Professional Education Deloitte Germany Language taken from university; entire Linkedinprofile about HR, inferring that her role as a manger in Deloitte was in HR Potential Candidates - Page 1 Work exp (years) S.No. First Name Last Name Speaks German As strategy consultant in top Management Consulting Companies Total In HR role consulting firm 1 Frank Ottenhoff Not Sure 26 20 12 EY, Capgemini 2 Tanguy Dulac Not Sure 17 9 9 PwC, Deloitte 3 Sarah Kane Not Sure 20+ 12+ 20+ Deloitte, Andersen Business Consulting 4 Natalie Carter Not Sure 22 16 16 PwC 5 Adrian Jones Not Sure 17 15 6 PwC Potential Candidates - Page 1 Potential Candidates - Page 2 Current Designation Current Company Location Notes Sources Owner and consultant Wow- Consult Netherlands Not sure if he speaks German LinkedIn Senior Manager Human Capital Deloitte Switzerland LinkedIn Partner Deloitte Switzerland Sarah leads Human Capital Consulting Companyfor Deloitte website in Switzerland.LinkedIn She is also a member of the Swiss Consulting leadership team. Sarah has over 20 years of experience in HR. She advises global organisations on a broad range of issues ranging from people strategy through to HR Technology. Director in HR Services PwC Switzerland LinkedIn Director Human Resource Services PwC Switzerland The candidate leads PwC's HR TransactionLinkedIn Services and Pension Consulting team in Switzerland which is part of Human Resource Services practice. His team advises companies and investors on the HR and pension issues, as well as their global and local pension and social security challenges. Back to Contents Disclaimer The information contained in this report has been obtained from sources believed to be reliable. Efforts have been made to validate the information from multiple sources, but the accuracy cannot be guaranteed. The author and insightBee disclaim all warranties as to the accuracy, completeness or adequacy of such information. InsightBee shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. © Copyright 2014-2015 Evalueserve Ltd. All rights reserved..
Load more

Recommended publications
  • 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.
    [Show full text]
  • 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
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Roland Berger Brand Perceptions 2016
    EXTRACT CLIENT AND BRAND INSIGHTS 2016 BRAND PERCEPTION SUMMARY ROLAND BERGER 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.
    [Show full text]
  • 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 .....................................................................................................................
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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
    [Show full text]
  • Office of Career Services Energy Consulting Firms
    OFFICE OF CAREER SERVICES ENERGY CONSULTING FIRMS Accenture Accenture’s energy group has been a part of the industry for many years. Its experience spans the entire value chain, including upstream, downstream, oil service, and pipeline companies. Accenture collaborates with energy companies to help them meet challenges and shape solutions that advance their journey to high performance. www.accenture.com/us-en/industry/energy/Pages/energy-index.aspx Arthur D. Little Arthur D. Little has worked with all the world's major oil and gas companies in areas including upstream oil and gas, downstream refining and distribution, gas and power, and transportation. Among the firm's clients are the global energy companies, investors, law firms, and policy makers. ADL employs industry specialists and professionals with firsthand knowledge and experience in the oil and gas industry. http://www.adlittle.com/ A.T. Kearney A.T. Kearney has 350 consultants specializing in energy and process and utilities industries. A.T. Kearney formulates innovative strategies to address challenges relating to oil and gas, oil sands electricity, water, multi-utilities and technical service providers in every global segment, as well as in local markets. www.atkearney.com Bain & Company Bain’s corporate strategy projects include portfolio optimization—informed by Bain's proprietary insights on the breakdown of the energy value chain and classic Bain strategy cases for a deregulating sector. Bain's utilities clients include electricity or nuclear power companies, gas companies, large utility conglomerates, water utilities, gas distribution companies, and e-business exchanges. www.bain.com/bainweb/home.asp Boston Consulting Group (BCG) BCG's energy and environment practice helps companies navigate the increasingly complex business environment.
    [Show full text]