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A&T Kearney: A Deep Dive into the Global Management Consulting Firm
Introduction:
Are you curious about A&T Kearney, the globally recognized management consulting firm? This comprehensive guide delves into the history, services, culture, and impact of this influential organization. Whether you're a prospective client, a potential employee, or simply interested in the world of management consulting, this post offers an in-depth exploration of A&T Kearney, covering everything from its strategic approach to its global reach and commitment to innovation. We'll uncover what sets them apart and why they consistently rank among the top management consulting firms worldwide. Prepare to gain a thorough understanding of A&T Kearney's multifaceted operations and its significant contribution to the business landscape.
A&T Kearney: A Legacy of Strategic Insight (History and Evolution)
A&T Kearney's history is a testament to its enduring commitment to excellence and adaptation. Founded in 1926, the firm initially focused on serving the industrial sector, navigating the complex economic shifts of the era. Over the decades, A&T Kearney strategically diversified its services, expanding its expertise to encompass a wide range of industries and functional areas. Key moments in its evolution included the adoption of cutting-edge analytical techniques, strategic acquisitions that broadened its capabilities, and a consistent focus on developing strong client relationships built on trust and results. This adaptable approach has allowed A&T Kearney not only to survive but to thrive in a constantly evolving global market. Understanding its historical trajectory illuminates its current strengths and future aspirations.
Unveiling A&T Kearney's Service Portfolio: Expertise Across Industries
A&T Kearney's service portfolio is remarkably diverse, reflecting its deep industry expertise and its commitment to providing holistic solutions. Their services extend across various sectors, including:
Strategy Consulting: A&T Kearney helps organizations develop and implement winning strategies, addressing crucial aspects like market entry, competitive advantage, and growth optimization.
Operations Management: They assist clients in improving operational efficiency, supply chain management, and overall process optimization, leading to cost savings and enhanced productivity.
Digital Transformation: Recognizing the importance of digital technologies, A&T Kearney guides organizations in their digital journeys, leveraging data analytics and emerging technologies to drive innovation.
Supply Chain Management: With deep expertise in global supply chains, they help clients optimize their networks, reduce costs, and improve resilience in the face of disruptions.
Mergers & Acquisitions: A&T Kearney supports companies through the complex process of mergers and acquisitions, providing strategic guidance, due diligence, and post-merger integration support.
Private Equity: They provide tailored services to private equity firms, assisting in portfolio company improvements, deal sourcing, and value creation.
This comprehensive range of services allows A&T Kearney to deliver integrated solutions that address the complex challenges facing businesses in today's dynamic environment.
The A&T Kearney Culture: Fostering Innovation and Collaboration
A&T Kearney's success is not solely attributable to its service offerings; it also stems from its unique culture. The firm fosters a collaborative and innovative environment, empowering its consultants to think creatively and develop impactful solutions. This culture is characterized by:
Mentorship and Development: A&T Kearney places a strong emphasis on developing its employees, providing opportunities for professional growth and advancement.
Diversity and Inclusion: The firm actively promotes diversity and inclusion, recognizing the value of diverse perspectives in driving innovation and problem-solving.
Client Focus: A core tenet of the A&T Kearney culture is a deep commitment to client satisfaction, ensuring that solutions are tailored to specific client needs.
Global Collaboration: With a global network of offices, A&T Kearney fosters collaboration among its consultants across different regions and expertise areas.
This supportive and challenging environment attracts top talent and allows the firm to consistently deliver high-quality services.
A&T Kearney's Global Footprint: A Network of Expertise
A&T Kearney's global presence is a significant factor in its success. With offices across the world, the firm serves clients in diverse markets, leveraging its global network to deliver seamless and effective solutions. This international reach allows them to offer valuable cross-cultural insights and adapt their strategies to local market conditions. This global network also facilitates knowledge sharing and collaboration, enabling the firm to leverage best practices across different regions.
Case Studies: Demonstrating Impact and Success
Analyzing successful case studies provides a powerful illustration of A&T Kearney's impact. The firm regularly publishes case studies that showcase its work with clients across various industries and functions. These case studies highlight the tangible results achieved, demonstrating the value and effectiveness of their consulting services. Examining these case studies offers valuable insights into A&T Kearney's methodologies and their ability to deliver measurable results.
A&T Kearney’s Future Outlook and Strategic Initiatives:
Looking ahead, A&T Kearney is poised to continue its growth and influence. The firm is strategically investing in emerging technologies, expanding its expertise in areas like artificial intelligence and data analytics. This commitment to innovation will allow them to stay ahead of the curve and better serve the evolving needs of their clients. Further expansion into new markets and the continued development of its talented consultants will solidify A&T Kearney's position as a leading global management consulting firm.
Article Outline: A&T Kearney: A Deep Dive
I. Introduction: Hook, overview of the article's content.
II. History and Evolution: Tracing A&T Kearney's journey from its founding to the present day.
III. Service Portfolio: Detailed explanation of the firm's diverse service offerings across industries.
IV. Company Culture: An in-depth look at A&T Kearney's values, work environment, and employee development programs.
V. Global Reach: Analysis of A&T Kearney's international presence and its strategic advantages.
VI. Case Studies: Examining successful projects to illustrate the firm's impact and methodology.
VII. Future Outlook: Exploring A&T Kearney's strategic initiatives and plans for future growth.
VIII. Conclusion: Recap of key takeaways and final thoughts.
IX. FAQs: Answering frequently asked questions about A&T Kearney.
(The detailed explanation of each point in the outline is already incorporated into the main body of the article above.)
FAQs:
1. What industries does A&T Kearney serve? A&T Kearney serves a wide range of industries, including but not limited to consumer goods, automotive, energy, financial services, healthcare, and technology.
2. What types of consulting services does A&T Kearney offer? They offer strategy consulting, operations management, digital transformation, supply chain management, mergers & acquisitions advisory, and private equity consulting.
3. Is A&T Kearney a global firm? Yes, A&T Kearney has a significant global presence with offices in numerous countries worldwide.
4. What is A&T Kearney's reputation in the industry? A&T Kearney is widely respected and recognized as a top-tier management consulting firm.
5. How does A&T Kearney foster innovation? They cultivate a collaborative culture, invest in employee development, and embrace cutting-edge technologies.
6. What is A&T Kearney’s approach to client relationships? They prioritize building strong, long-term relationships based on trust and mutual success.
7. What are the career opportunities at A&T Kearney? They offer a wide range of career paths for professionals at all levels, with opportunities for growth and specialization.
8. How can I become a client of A&T Kearney? You can contact them directly through their website or reach out to a local office.
9. What is A&T Kearney's commitment to corporate social responsibility? A&T Kearney actively engages in initiatives promoting sustainability and positive social impact.
Related Articles:
1. A&T Kearney's Approach to Digital Transformation: Explores A&T Kearney's methodologies and successful case studies in helping businesses navigate digital transformation.
2. A&T Kearney's Supply Chain Management Expertise: Focuses on A&T Kearney's deep expertise in optimizing global supply chains and improving resilience.
3. A&T Kearney's Strategy Consulting Services: A detailed look at their strategic consulting offerings, including market entry strategies and competitive advantage.
4. A&T Kearney's Career Opportunities: An overview of career paths, employee benefits, and professional development programs at A&T Kearney.
5. A&T Kearney's Global Network and Impact: Examines the firm's global reach and its impact on businesses worldwide.
6. A&T Kearney's Role in Mergers & Acquisitions: Focuses on their expertise in supporting companies through the M&A process.
7. A&T Kearney's Commitment to Sustainability: Highlights their initiatives in promoting sustainable business practices and environmental responsibility.
8. Comparing A&T Kearney to Other Top Consulting Firms: A comparative analysis of A&T Kearney's strengths and weaknesses against its competitors.
9. A&T Kearney's Use of Data Analytics in Consulting: Examines how A&T Kearney leverages data analytics to deliver insightful solutions for its clients.
| at kearney: 25 Top Consulting Firms WetFeet (Firm), WetFeet, 2008 |
| at kearney: Disruptive Procurement Michael F. Strohmer, Stephen Easton, Martin Eisenhut, Elouise Epstein, Robert Kromoser, Erik R. Peterson, Enrico Rizzon, 2020-04-12 Disruptive Procurement is a radical new approach to creating value and innovation by challenging the status quo in the entire product and service line. It requires going far beyond conventional desktop procurement to understand the value the company brings to its customers as well as the value that suppliers bring to the company. By combining knowledge of these two dimensions, companies become far more flexible and they move closer to disrupting the environment in ways that create value. To move toward Disruptive Procurement, companies need a holistic view and a complete new set of capabilities for staff in marketing, sales, R&D, manufacturing, innovation, and, of course, procurement. This will only happen if procurement is fully backed by the Chief Executive Officer and companies embrace digital tools that will help make procurement slimmer and smarter. |
| at kearney: A. T. Kearney System and Its Effect on University of California Physical Plant Operations California. Legislature. Joint Legislative Budget Committee. Legislative Analyst, 1975 |
| at kearney: A Century of Sports at the University of Nebraska at Kearney Mark R. Ellis, Jordan T. Kuck, 2007 For more than 100 years, students at the University of Nebraska at Kearney (formerly Kearney State and the Nebraska State Teachers College) have worn the blue and gold of the Antelopes. Within these pages are more than 200 photographs that chronicle the storied history of athletics at the University of Nebraska at Kearney. Legendary coaches such as Fred Fulmer, Charlie Foster, Al Zikmund, and Jerry Hueser are highlighted along with the star athletes they coached, including Pat Panek, Frank Lydic, Larry Snell, Randy Rasmussen, Tom Kropp, and Bart Kofoed. Also appearing in these pages are coach George Van Buren, who, beginning in 1910, helped shape the early sports program, and lesser-known but equally important athletes such as multisport standouts Earl Irish Carrig, Ronald the Farnam Flash Lewis, and Ray Adams. Besides athletes, coaches, and championship teams, the intense rivalry with Hastings College is highlighted throughout. A Century of Sports at the University of Nebraska at Kearney offers a compelling visual history that will take the Antelope faithful on a journey back to the glory days of the school's athletics. |
| at kearney: Kearney's Historic Homes Brian Whetstone, Jessie Harris, and the Buffalo County Historical Society, 2013 The city of Kearney was founded in 1871 under the name Kearney Junction. In 1873, after much debate, the small railroad stop was named Kearney. Over the years, the town continued to grow; it really began to boom in 1886, when the Frank family completed construction on an electric power plant, ushering in an unprecedented era of construction and business in the small town. |
| at kearney: Awards ... First Division, National Railroad Adjustment Board United States. National Railroad Adjustment Board, |
| at kearney: Macroeconomics and Beyond Guido Erreygers, Mieke Vermeire, 2012 This book contains 20 essays on macroecomics. |
| at kearney: Offshoring Strategies Ilan Oshri, 2011-02-25 The evolution of a rapidly growing mode of offshoring, captive centers: basic models, strategies, and case studies of Fortune Global 250 firms. In today's globalized economy, firms often consider offshoring when confronted by rising costs and fierce competition. One mode of offshoring has continued to grow despite the current global economic turmoil: the captive center. Captive centers are offshore subsidiaries or branch offices that provide the parent company with services, usually in the form of back-office activities. In Offshoring Strategies, Ilan Oshri examines the evolution of the captive center. He identifies basic captive center models, examines the captive center strategies pursued by Fortune Global 250 firms, describes current captive center trends, and offers detailed individual case studies that illustrate each model. His analysis highlights the strategic paths available to firms that want to maximize the returns offered by captive centers. Oshri outlines six models for captive centers that range from the basic wholly owned branch office to hybrids and joint ventures and identifies evolutionary paths along which the basic model develops. He analyzes firms' strategies during initial set-up, then tracks the changes as strategies evolve to meet different business needs. The case studies, all based on the Fortune Global 250, include the development of a basic captive unit into a complex hybrid structure; the evolution a captive center into a shared service center offering services to other international firms; the divestment of a captive center to a private equity firm; and the migration of a captive center to a location where costs were lower. |
| at kearney: Handbook of Research Methods and Applications in Comparative Policy Analysis B. Guy Peters, Guillaume Fontaine, 2020-04-24 Public policy research has become increasingly comparative over the past several decades, but the methodological issues involved in this research have not been discussed adequately. This Handbook provides a discussion of the fundamental methodological issues in comparative policy research, as well as descriptions and analyses of major techniques used for that research. The techniques discussed are both quantitative and qualitative, and all are embedded in the broader discussion of comparative research design. |
| at kearney: Corporate Plasticity Christian Schuh, Alenka Triplat, Wayne Brown, Wim Plaizier, AT Kearney, Laurent Chevreux, 2014-07-17 What do The Beatles, Apollo 13, the Roman military, a pack of wolves, and the very best companies in the world all have in common? Answer: Plasticity. They can change, adapt, and excel as the situation requires. In most organizations, strategy and functional excellence get the most attention. But even the best of either provides only limited long-term advantage. Highly effective organizations add Plasticity as a third dimension and rack up stellar breakthroughs—again and again. It is the key ingredient that allows strategy and functional excellence to deliver value. As the authors show in Corporate Plasticity: How to Change, Adapt, and Excel, Plasticity also enables great organizations to break down barriers and collaborate in the pursuit of a common objective, and to reconfigure or rewire themselves to face down challenges or reach ever-stronger competitive positions. Through entertaining stories and astute analysis, this book demonstrates that Plasticity spurs sports teams to become champions, companies to book record earnings, and artists to attain worldwide fame. You can use its principles—adaptability, flexibility, fluid networks and roles, lofty goals, and innovation, among others—to achieve operational excellence, tear down silos, and create more vibrant, creative enterprises. Your organization can become not just highly profitable and fun to work for, but an organization that can change the world. Plasticity allows an organization to choose its own destiny, become versatile, and dare more than others. Its success lies in a set of abilities called the Magic 7: Purpose: Your company must discover, select, and express what it is meant for. Focus: Your company must have the courage to ignore everything that is not in line with its purpose, and then see that purpose through. Culture: Your company must create the conditions that allow people to work across boundaries and outside of predefined roles. Spirit: Your company must inspire people to feel part of a cause that is bigger than they are. Networking: Your company must provide the means, freedom, and encouragement for people to nurture and grow their internal and external networks continuously. Knowledge: Your company must encourage experts to provide their knowledge and make it readily available to everyone who needs it. Leadership: Your company's leaders must model and personify the characteristics they want others to adopt. Silo thinking? Poor collaboration? Weak earnings? Strategies that gain no traction? Corporate Plasticity: How to Change, Adapt, and Excel is the answer. It shows you how to cultivate each of the seven disciplines to infuse Plasticity in an organization. That—along with razor-sharp strategy and crisp execution—will unleash the power you need to reach both personal and corporate goals. You might even change the world. |
| at kearney: Plunkett's Outsourcing & Offshoring Industry Almanac 2007: Outsourcing and Offshoring Industry Market Research, Statistics, Trends & Leading Companies Plunkett Research, 2006-06 A market research guide to the outsourcing and offshoring industry, it is a tool for strategic planning, competitive intelligence, employment searches or financial research. It includes profiles of Outsourcing and Offshoring Industry Firms such as addresses, phone numbers, and more. It also contains trends, statistical tables, and a glossary. |
| at kearney: Kearney's World Theater Keith Terry, 2011 The World Theatre in Kearney, Nebraska, opened in 1927 and was welcomed by an excited public. Much more than just a movie house, it soon proved to be a social center, where people of all professions, ages, and income levels would frequently gather, because it was modern and new and there were considered few equally attractive alternatives. Some went because it was a sanctuary or where they earned a living, while others nurtured the seeds of attachments there or sought out temporary distractions such as bits of humor, drama, mystery, or adventure. For still more, it was an important venue for staying informed or even escaping the heat of the day. Slowly over time, the entertainment and economic landscapes in the country changed, affecting The World's profitability as well as others like it. |
| at kearney: Supplier Relationship Management Stephen Easton, Michael D. Hales, Christian Schuh, Michael F. Strohmer, Alenka Triplat, AT Kearney, 2014-06-14 There’s a new buzz phrase in the air: Supplier Relationship Management (SRM). Corporate executives know it’s necessary, but there’s only one problem. Nobody yet knows how to do it. Or they think it’s all about bashing your vendors over the head until they reduce the price another 4%. Supplier Relationship Management: How to Maximize Vendor Value and Opportunity changes all that. Containing the best and most innovative advice from the operations and procurement experts at consultant AT Kearney, this book shows that SRM is at root a strategic discussion requiring cross-functional interaction and internal alignment at the highest levels. It requires an honest appraisal of the value that suppliers now bring to your firm, as well as their potential value. It then requires a frank and constructive business-to-business dialogue about how to improve the relationship. When this happens, a company reaps myriad benefits, ranging from new opportunity to added value to competitive advantage—and, quite likely, to overall (and sometimes substantial) cost reductions. This book shows the most concrete methods you can use today to: Identify value-adding opportunities in the supply chain Work closely with suppliers to maximize the benefits Work the Critical Cluster of suppliers, where the greatest opportunity for advantage lies Review suppliers to encourage constant gains in quality and cost Turn your SRM strategy into a major competitive advantage Supplier Relationship Management introduces and explains the Supplier Interaction Model, a key tool that will help you get the most from your supplier relationships. It segments the supplier universe into nine categories, from those you want to run away from fast to those so good and so useful to your organization that it can make sense to invest in them directly. Numerous case studies show how to apply the principles to your situation. Supplier Relationship Management burns off the fog that has surrounded the procurement process for far too long. It is the definitive guide for business executives who want to get the maximum benefits from suppliers and gain very real advantages over competitors. |
| at kearney: How to Win Client Business When You Don't Know Where to Start Doug Fletcher, 2021-10-26 Dramatically grow your client base following pragmatic and insightful advice by bestselling author Doug Fletcher How to Win Client Business When You Don't Know Where to Start: A Rainmaking Guide for Consulting and Professional Services serves as an invaluable and indispensable guide for everyone in the business of selling professional and consulting services. Author Doug Fletcher dives deeply into the five skills required to make it rain: Create Your Personal Brand Identity Demonstrate Your Professional Expertise Build Your Professional Ecosystem Develop Trust-Based Relationships Practice Everyday Success Habits How to Win Client Business When You Don't Know Where to Start provides a masterclass in teaching the practical techniques and concrete strategies that professional services providers were never taught in school or on the job. Pragmatic lessons take the place of the vaguely defined principles found in competing books to turn readers from sales novices into rainmakers. Written by the same celebrated author who brought readers the best-selling book How Clients Buy, How to Win Client Business When You Don't Know Where to Start is perfect for any professional services provider or consultant who seeks to dramatically increase their book of business. |
| at kearney: The Legacy of Ireland's Economic Expansion Peadar Kirby, Padraig Carmody, 2013-10-18 Ireland underwent a dramatic economic and social transformation from the 1990s onwards, earning it the title the Celtic Tiger. Rapid economic growth was accompanied by substantial in-migration. However in the later 2000s Ireland is also experiencing a severe economic recession. This book examines the nature and geographies of the Celtic Tiger, focusing on the evolution of industries such as information and communication technology and pharamaceuticals. It also examines the changing nature of social ties in cities, trends amongst knowledge workers and the experiences of return migrants. It concludes with reflections on the nature of the Celtic Tiger phenomenon and how this will shape Ireland’s geography and society into the future. This book was published as a special issue of Irish Geography. |
| at kearney: Global, Regional and Local Perspectives on the Economies of Southeastern Europe Alexandra Horobet, Lucian Belascu, Persefoni Polychronidou, Anastasios Karasavvoglou, 2020-12-12 This book includes papers presented at the 11th International Conference “Economies of the Balkan and Eastern European Countries” (EBEEC), held in Bucharest, Romania, in May 2019. It sheds new light on the micro- and macroeconomic developments in the Eastern European and Balkan countries, while at the same time taking into account the broader regional and global factors influencing these developments. By examining how the decisions and the performance of economic, social and political actors in the region are intertwined with wider regional and global events, the contributions highlight the dynamic development in Eastern Europe and the Balkans region. Further, the book demonstrates how the region has overcome numerous challenges in the past and is evolving within the framework of European economic integration and the global effervescent economy. |
| at kearney: Final Environmental Studies Plan , 1992 |
| at kearney: Environmental Studies Plan United States. Minerals Management Service. Pacific OCS Region, 1989 |
| at kearney: Proceedings in the Trial of the Case of the United States Vs. John W. Dorsey, John R. Miner, John M. Peck, Stephen W. Dorsey, Harvey M. Vaile, Montfort C. Rerdell, Thomas J. Brady, and William H. Turner , 1882 |
| at kearney: Federal Register , 1979-08 |
| at kearney: Value Based Knowledge Strategies Tom Trost, 2003-02-27 Inhaltsangabe:Gang der Untersuchung: „Value Based Knowledge Strategies“ ist eine Diplomarbeit, die in Zusammenarbeit mit einem Partner von (Arthur) Andersen – nach Enron nun Member of Ernst & Young – entstanden ist. Das Ziel der Arbeit ist es zu erforschen, inwieweit Wissen den Wert eines Unternehmens steigert und um mögliche Strategien zu erarbeiten, damit immaterielles („intangible“) Wissen in explizites (wertsteigerndes) Wissen („intellectual property“) umgewandelt werden kann. Folgende These liegt der Arbeit zur Grunde: K = (I + P)s - Wissen (K) ist die Kombination aus Informationen (I) und Menschen (P), die über eine Datenbank (+) verbunden ist und durch den Austausch (s - „knowledge sharing“) einen wirtschaftlichen Mehrwert schafft. Gang der Untersuchung: Die Arbeit ist in drei Teile gegliedert: Literaturrecherche, Primärerhebung, Synthese und Konzeptentwicklung. In der Literaturrecherche werden die Mechanismen, der Beitrag und die Rolle von Wissen zur Steigerung des Unternehmenswertes erarbeitet: Welche Bedeutung und Einfluss hat Wissen? Wissen als Asset? Inwieweit bestimmen materielle und immatierielle Assets den Unternehmenswert (Marktkapitalisierung)? Wie wird man ein „Industry-Shaper“ und welche „Capabilities“ sind hierzu unerlässlich? In dem praktischen Teil wurden die Top 25 Unternehmen nach Marktkapitalisierung (lt. Financial Times vom April 2000) aus den USA, Deutschland, Europa, Japan und Asien mit einem Fragebogen kontaktiert. Der Einfluss von Wissen sollte in offenen Fragen von den ca. 130 kontaktierten Unternehmen beschrieben werden, z.B.: Inwieweit realisiert und steigert der Austausch von Wissen den Wert für das Unternehmen und für die Kunden? Welches Wissen wird im Unternehmen nicht ausreichend genutzt, um die Effizienz und Effektivität zu steigern? Was verhindert den Austausch von Wissen (grenzüberschreitend und funktionsübergreifend)? Welches Wissen fördert den Austausch und überwindet die Probleme wie Info-Egoismus? Die gewonnenen Erkenntnisse aus der Literaturrecherche und der praktischen Untersuchung wurden in einer Synthese verdichtet. Darauf aufbauend wurden Lösungsmöglichkeiten entwickelt. Das Konzept umfasst mögliche Strategien, welche die Unternehmenskultur, Führungsstil (Einführung von „T-shaped Management“) und Wissensmanagement beeinflussen. Inhaltsverzeichnis:Table of Contents: List of AbbreviationsV List of IllustrationsVI AcknowledgementsVII Introduction1 I.1Intangible Assets drive Stock [...] |
| at kearney: Superconducting Super Collider , 1988 |
| at kearney: Superconducting Super Collider Site Selection , 1988 |
| at kearney: Regulation of Cigarettes and Smokeless Tobacco Under the Federal Food, Drug, and Cosmetic Act: Final rule with jurisdictional determination United States. Food and Drug Administration, 1996 |
| at kearney: Trouper Meg Kearney, 2013 Trooper, a three-legged dog, remembers his life as a stray, before he was adopted. |
| at kearney: Damaged Roots Mitch Credle, 2011-09 |
| at kearney: Report of Explorations Across the Great Basin of the Territory of Utah for a Direct Wagon-route from Camp Floyd to Genoa, in Carson Valley, in 1859 United States. Army. Corps of Engineers, James Hervey Simpson, United States. War Department, 1876 |
| at kearney: Report of Explorations Across the Great Basin of the Territory of Utah for a Direct Wagon-route from Camp Floyd to Genoa, in Carson Valley, in 1859 James Hervey Simpson, 2024-06-14 Reprint of the original, first published in 1876. |
| at kearney: Report of Explorations Across the Great Basin of the Territory of Utah in 1859 Simpson, 1876 |
| at kearney: Report of Explorations Across the Great Basin of the Territory of Utah for a Direct Wagon-route from Camp Floyd to Genoa, in Carson Valley, in 1859 James Hervey Simpson, United States. Army. Corps of Engineers, 1876 |
| at kearney: Financialization and Strategy Julie Froud, Sukhdev Johal, Adam Leaver, Karel Williams, 2006-04-18 Considering the recent impact of the capital market on corporate strategy, this text analyzes, through argument and supportive case studies, how pressures from the capital bull market of the 1990s and bear market of the early 2000s, have reshaped management action and calculation in large, publicly quoted US and UK corporations. Beginning with the dissatisfaction with classical strategy and its limited engagement with the processes of financialization, the book moves on to cover three detailed company case studies (General Electric, Ford and GlaxoSmithKline) which use long run financial data and analysis of company and industry narratives to illustrate and explore key themes. The book emphasizes the importance of company and industry narrative, while also analyzing long term financial results, and helps to explain the limits of management action and the burden of expectations placed on corporate governance. Presenting financial and market information on trajectory in an accessible way, this book provides a distinctive, critical social science account of management in large UK and US corporations, and it is a valuable resource for students, scholars and researchers of business, management, political economy and non-mainstream economics. short listed for the 2007 IPEG Book Prize |
| at kearney: Effective Benchmarking Mohamed Zairi, 1996-05-31 This book provides the reader with inside knowledge about the application and workability of the concept of benchmarking in different industrial contexts. It takes a practical approach, including case studies in benchmarking applications from a cross-section of industry and commerce, and promotes state-of-the-art thinking and innovation through the use of benchmarking. It is the key text for senior managers, project teams, trainers and consultants in benchmarking and quality management. Effective Benchmarking features include: 20 case studies from nine different sectors; evidence that benchmarking can help achieve competitive advantage; numerous tips and useful information. |
| at kearney: Innovative ICT Industrial Architecture in East Asia Hitoshi Hirakawa, Nobuhiro Takahashi, Ferdinand C. Maquito, Norio Tokumaru, 2016-11-21 This book aims to shed light on the potentially innovative ICT (information and communication technology) architectures from an East Asian regional perspective. The business environment brought about by the development of ICT intensified global competition and caused dramatic changes in the industrial architecture. Firms that are involved in manufacturing and maintenance of ICT hardware and that offer services for software development are continuously being created, giving rise to the provision of new and diverse services to an increasingly growing East Asian regional market. Such industrial activities are advancing the shift from an old to a new industrial architecture. Some parts of emerging economies have grasped this edge on economic globalization and informatization and have adopted business models that enable them to enter the world economy. Entering this century, China, the Philippines, and Vietnam in East Asia have been rapidly expanding their ICT-BPO (Business Process Outsourcing) businesses as destinations of offshoring of service activities by firms in the advanced economies, following India’s example. Policy makers and firms in those countries are also meeting the challenge of catching up with advanced economies through the development of such industries. It has enabled those economies to exploit new possibilities of further development, which may mean a new stage of manufacturing cum services in an ICT- and knowledge-based economy. |
| at kearney: Bulletin , 1940 |
| at kearney: Transit Traverse in Missouri John George Staack, 1939 |
| at kearney: Beating the Global Odds Paul A. Laudicina, 2012-09-04 The Answer to Global Overload Contending with the 24/7 news cycle and an endless barrage of choices and information has stymied leadership and decision-making strategies among those at the top. But we all know, this is not a just a problem for the elite. The broad-based reaction to this chaotic, unmanageable assault has been to retrench, and to focus on immediate, controllable decisions. In the process, we lose sight of the horizon. More dangerous still, is the shift we’ve seen from value creation to wealth creation, where information technology 1.0 has enabled a transaction-based society in which the “deal” is more important than the value it drives or the relationships it is based on. On our current path, the odds of a better future are slim. What we need is a new value proposition. Beating the Global Odds is the answer to the dangers of too much of a good thing. There’s no going back, but there is the opportunity to set things right. In this book, Paul A. Laudicina, Managing Partner and Chairman of the Board of global consulting firm A.T. Kearney, provides a fast-paced and engaging tour of how we got to this point and what we can do about it. Drawing on examples from everything from world history and current media to anecdotes from his vast network of CEOs and the world’s most innovative thinkers, Laudicina helps bring our world of seemingly fuzzy and disconnected pixels into sharp focus. The result is a compelling case for change and call to action—not only for global leaders but also for everyone who struggles with the question of how we can inspire and seize a better future... how we can beat the global odds. |
| at kearney: Agility Mark Mueller-Eberstein, 2010-06-29 Insider secrets to competing-and winning-in the tech-savvy marketplace The new generation of technology savvy workers is changing the way we look at productivity. Agility uniquely describes how technology agility impacts your business's performance and can become a critical success factor. A must-read for leaders defining business strategy and technology implementation, the methodology it describes will show how to measure and drive technology adoption and the derived impact on business results. Includes international cases of various industries, from industry leaders Incorporates the ideas of flexibility, balance, adaptability, and coordination under one umbrella Uniquely describes how technology agility impacts business performance What differentiates Audi, BMW and Mercedes or GM? Understanding it can make or break the future of an organization. Agility makes it clear: the digital divide will be seen in those who take full advantage of the technology versus those merely have it. |
| at kearney: The Purchasing Chessboard Christian Schuh, Joseph L. Raudabaugh, Robert Kromoser, Michael F. Strohmer, Alenka Triplat, 2011-11-27 The approach used on a given spend item should largely depend on the balance between supply power and demand power. That is the logic behind the bestselling Purchasing Chessboard®, used by hundreds of corporations worldwide to reduce costs and increase value with suppliers. The 64 squares in the Purchasing Chessboard provide a rich reservoir of methods that can be applied either individually or combined. And because many of these methods are not customarily used by procurement, the Purchasing Chessboard is also the perfect tool for helping buyers to think and act outside the box and find new solutions. A well-proven concept that works across all industries and all categories in any given situation, it is little wonder that business leaders and procurement professionals alike are excited by, and enjoy strategizing around, the Purchasing Chessboard. This second edition of The Purchasing Chessboard addresses the new realities of a highly volatile economic environment and describes the many—sometimes surprising—ways in which the Purchasing Chessboard is being used in today's business world. Yet despite all of the great achievements of procurement executives and their teams, they do not always receive the recognition they deserve. In response, the authors have developed and outlined within the book an unequivocal approach to measure procurement’s impact on a company’s performance—Return on Supply Management Assets (ROSMA®). |
| at kearney: Rankings and Global Knowledge Governance Tero Erkkilä, Ossi Piironen, 2018-02-14 Higher education and innovation policies are today seen as central elements in national economic competitiveness, increasingly measured by global rankings. The book analyses the evolution of indicator-based global knowledge governance, where various national attributes have been evaluated under international comparative assessment. Reflecting this general trend, the Shanghai ranking, first published in 2003, has pressured governments and universities all over the world to improve their performance in global competition. More recently, as global rankings have met criticism for their methodology and scope, measurements of various sizes and shapes have proliferated: some celebrating novel methodological solutions, others breaking new conceptual grounds. This book takes a fresh look at developments in the field of knowledge governance by showing how emerging indicators, innovation indexes and subnational comparisons are woven into the existing fabric of measurements that govern our ideas of higher education, innovation and competitiveness. This book argues that while rankings are becoming more numerous and fragmented, the new knowledge products, nevertheless, tend to reproduce ideas and practices existing in the field of global measurement. |
| at kearney: Annual Report Nebraska. State Railway Commission, 1909 |
