List of Consulting Firms and Recent Job Offers To
Total Page：16
File Type：pdf, Size：1020Kb
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. -
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. -
Public Report: First Destination 2019
First Destination 2019 - University of Notre Dame Undergraduates (status known for 93% of graduates) Primary Post-Graduation Activity Geographic Locations USMidwest 44% USNortheast 17% USMid-Atlantic 9% USSouth 9% 2%3% USSouthwest 5% 7% 21% USWest 11% 2% International 4% Median Salary Full-Time Jobs 69,000 Education Employment 65% Post-Baccalaureate Military Degrees Enrolled Service 19% Seeking employment (MDo..doctorate Medical Other doctor.. healthcare Other 5% PhD or other doctoratePhD other or 17% University level, unduplicated counts. (Law)Doctor Juris 13% Source: 2019 First Destination Survey (Office of Strategic Planning & Institutional degreeMaster's 40% Research and the Center for Career Development) Non-degreePre-Health 1% Certificate or License or Certificate 1% Novitiate/ discernment Novitiate/ 1% Other 4% Including only graduates whose primary postgraduation activity is further education. Page 1 First Destination 2019 - Notre Dame Undergraduates by College Source: 2019 First Destination Survey (Office of Strategic Planning & Institutional Research and the Center for Career Development)Career for Center Researchthe and Institutional & Planning Strategic of (Office Survey Destination 2019First Source: Primary Post-Graduation Activity by College of Degree Seeking Employment Education Service Military employment Other Grand Total College of Arts and Letters 49% 27% 13% 2% 3% 6% 100% College of Engineering 81% 11% 2% 3% 2% 1% 100% College of Science 40% 40% 12% 2% 1% 5% 100% Mendoza College of Business 87% 9% 1% 0% 2% 2% 100% School -
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. -
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. -
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. -
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. -
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. -
Business Services Report Q3 2017
60 48 50 Financial 40 34 20% 29 30 24 26 18 20 15 7 10 5 2 Strategic - 80% Education Business Facility Human Information Marketing Real Estate IT Services Specialty Professional and Training Process Services and Resources Services Services Services Consulting Services Outsourcing Industrial Services Amount Date Target Buyer(s) Segment TEV/ Rev TEV/ EBITDA ($ in Mil) 9/21/2017 Acturus, Inc. MetrixLab BV Specialty Consulting 13.40 0.58x 4.47x 9/21/2017 Smart Resources, Inc. BG Staffing, Inc. Human Resources 6.00 0.45x - 9/20/2017 Absolute Consulting, Inc. GSE Performance Solutions, Inc. Specialty Consulting 8.75 0.22x - 9/7/2017 Institutional Shareholder Services, Inc. Genstar Capital LLC Business Process 720.00 - - 8/7/2017 Symphony Health Solutions Corp. Pharmaceutical Research Associates, Inc. SpecialtyOutsourcing Consulting 530.00 - - 8/3/2017 Latam Digital Ventures Prisa Brand Solutions SL Marketing Services 2.96 0.29x - 7/31/2017 CDI Corp. AE Industrial Partners LLC Human Resources 151.74 0.20x NM 7/25/2017 Intacct Corp. The Sage Group Plc Professional Services 850.00 8.85x - 7/12/2017 Wells Fargo & Co. (Share Registration & Equiniti Group Plc Professional Services 227.00 2.18x - Services Bus) 7/12/2017 GCA Services Group, Inc. ABM Industries, Inc. Facility Services and 1,250.00 - - Industrial Services 7/5/2017 Accountable Healthcare Holdings Corp. Mitsui & Co., Ltd. Human Resources 88.39 0.62x - Strategic Buyer Inv. Date Select Corporate Acquisitions Arrow Exterminators, Inc. 3/9/2017 ▪ Exterm-A-Tech, Inc. 12/1/2016 ▪ Action Termite & Pest Control LLC 11/02/2016 ▪ Whitco Pest Management, Inc. -
Marsh & Mclennan Companies 2009 Notice of Annual Meeting and Proxy
Marsh & McLennan Companies Notice of Annual Meeting 2009 and Proxy Statement Important Notice Regarding the Availability of Proxy Materials for the MMC Annual Meeting of Stockholders to be held on May 21, 2009: This proxy statement and MMC’s 2008 Annual Report are available at http://www.proxy09.mmc.com. Dear MMC Stockholder: You are cordially invited to attend the annual meeting of stockholders of Marsh & McLennan Companies, Inc. The meeting will be held at 10:00 a.m. on Thursday, May 21, 2009 in the second floor auditorium at 1221 Avenue of the Americas, New York, New York. In addition to voting on the matters described in this proxy statement, we will use the meeting as an opportunity to report on MMC’s recent activities. You will be able to ask questions, and to meet your company’s directors and senior executives. Whether or not you plantoattend the annual meeting, your vote is important and we urge you to participate in electing directors and deciding the other items on the agenda for the annual meeting. You will find information on how to vote in the first section of this proxy statement. Very truly yours, BRIAN DUPERREAULT President & Chief Executive Officer April 2, 2009 MARSH & McLENNAN COMPANIES, INC. 1166 Avenue of the Americas New York, New York 10036-2774 NOTICE OF ANNUAL MEETING OF STOCKHOLDERS AND PROXY STATEMENT Time: 10:00 a.m. Local Time Date: May 21, 2009 Place: Second Floor Auditorium 1221 Avenue of the Americas New York, New York 10020 Purpose: 1. To elect four persons named in the accompanying proxy statement to serve as directors for a one-year term; 2.