Introduction |
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1 | (4) |
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Chapter 1 THE MANAGEMENT CONSULTING INDUSTRY |
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5 | (22) |
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The Role of a Management Consultant |
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6 | (1) |
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7 | (2) |
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The Range of Consulting Firms |
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9 | (2) |
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11 | (5) |
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The Evolution of Management Consulting |
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16 | (4) |
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Continued Growth of the Profession |
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20 | (1) |
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Emerging Trends in Management Consulting |
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21 | (6) |
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Chapter 2 THE CONSULTANT'S WORK AND LIFESTYLE |
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27 | (14) |
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The Management Consulting Firm |
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27 | (4) |
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The Consulting Work Style |
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31 | (3) |
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Steps in a Consulting Engagement |
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34 | (3) |
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37 | (4) |
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Chapter 3 PERSPECTIVES ON CONSULTING |
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41 | (74) |
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Business Strategy and Consulting: A Theorist's View of Practice and a Practical View of Theory |
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42 | (4) |
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Barry Nalebuff, Yale School of Management |
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46 | (4) |
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Gary Neilson, Booz Allen & Hamilton |
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Can Consulting Be a Career? |
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50 | (5) |
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Bill Matassoni, McKinsey & Company |
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Customer-Driven Growth Strategy |
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55 | (5) |
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Charles P. Hoban, Mercer Management Consulting |
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The Generalist Approach to Consulting: The Strategic Value of Breaking Industry Barriers |
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60 | (5) |
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Paul Smith, Bain & Company |
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Building a Healthcare-Focused Consulting Firm |
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65 | (5) |
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Melissa Sabino, The Wilkerson Group, an IBM Company |
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70 | (4) |
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George Stalk Jr., The Boston Consulting Group |
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Selecting a Small versus a Large Firm |
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74 | (5) |
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Ellen McGeeney, Vertex Partners |
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The Internal Consulting Practice of Strategic Planning |
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79 | (7) |
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Catherine Arnold, Hoffmann-La Roche Inc., Business Development and Strategic Planning |
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Consulting to the Financial Services Industry |
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86 | (5) |
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Steven E. Runin, Mitchell Madison Group |
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Consulting in the World of Electronic Commerce |
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91 | (5) |
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Joseph B. Fuller, Monitor Company |
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Information Technology Consulting |
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96 | (4) |
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Rudy Puryear, Andersen Consulting |
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Change Management Consulting |
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100 | (4) |
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Arun Maira, Arthur D. Little |
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The Evolving Role of Health Benefits Consulting |
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104 | (4) |
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Bruce Kelley, Watson Wyatt Worldwide |
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Consulting to the Nonprofit Sector |
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108 | (7) |
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Laura Freebairn-Smith, Good Work Associates |
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Chapter 4 PLANNING YOUR CONSULTING CAREER |
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115 | (18) |
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Finding Your Niche in Consulting |
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116 | (2) |
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118 | (4) |
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Narrowing Your List of Firms |
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122 | (1) |
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Prioritizing Short-Term versus Long-Term Interests |
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122 | (1) |
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Getting Your Foot in the Door of a Firm |
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123 | (10) |
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Chapter 5 MASTERING THE CASE INTERVIEW |
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133 | (22) |
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The Parts of a Case Interview |
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134 | (18) |
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135 | (2) |
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Part II The Resume Review |
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137 | (3) |
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Part III The Case Question |
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140 | (11) |
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Part IV Questions and Wrap-Up |
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151 | (1) |
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152 | (1) |
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153 | (1) |
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153 | (2) |
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Chapter 6 NEGOTIATING YOUR OFFER |
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155 | (14) |
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Negotiating the Terms of an Offer |
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156 | (13) |
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Keith G. Allred, Harvard University |
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Epilogue |
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169 | (2) |
Appendix I FIFTEEN ESSENTIAL FRAMEWORKS |
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171 | (30) |
Appendix II ONE HUNDRED CASE QUESTIONS AND TEN SAMPLE ANSWERS |
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201 | (60) |
Appendix III DIRECTORY OF FIFTY CONSULTING FIRMS |
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261 | (6) |
Notes |
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267 | (2) |
Contributors |
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269 | (8) |
Index |
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277 | |