Interviews
- »One on One With Kurt Salmon Associate's Pam Beckerman
During the last downturn (2001-2004), Kurt Salmon Associates’ executives sat down with every firm employee and discussed what a long-term career at the firm would look like. By letting consultants know what would be expected of them to be promoted, and what resources the firm would make available to help them throughout their career, consultants were less anxious to leave the firm when the economy improved in late 2004 and early 2005. After the program was implemented, voluntary attrition rates fell from the 16 percent to 18 percent range, down to about 12 percent. The lower-than-average rate of voluntary attrition gave the firm a competitive advantage over competitors who saw their attrition rates spike during that time. Consulting’s One-on-One sat down with Pam Beckerman, KSA North America’s HR Director, to discuss what lessons firms can learn from her experience.
- »One on One With Stroud Consulting's Nathaniel Greene
One of the upsides to the downturn is that recruiting top talent is far easier and more cost effective than during a more positive economic swing. That’s certainly the experience of Nathaniel Greene, CEO of Stroud Consulting, a soon-to-be 60-person operations management firm. He is on pace to grow his firm’s headcount by 20% and expects to add staff at about that pace next year. Consulting's One-on-One sat down with Greene to discuss the advantages to hiring in today’s economy.
- »One on One with Jessica Blume, National Managing Director for Clients & Industries, Deloitte Consulting
Watch Jessica Blume, national managing director for Clients & Industries for Deloitte Consulting, discuss more about her clients and financial recovery.
- »One on One with Waite Associates' Thomas Waite
There is no doubt that this recession has been both brutal and prolonged for many consulting firms. And Thomas J. Waite, President and CEO of Waite Associates, should know. He’s on the front line, advising the leadership teams of consulting firms on how to improve their market position. That’s a difficult task, given that in today’s environment revenues are declining, billable hours are falling, clients are slower in paying, and, as a result, partner incomes have dropped and scores of consultants and staff have been laid off. Consulting's One-on-One sat down with Waite to discuss why he thinks a recovery may be sooner than most think and what firms should do in the meantime.
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2009
»Top 25 Consultants, 2009
Unrated
This year, the nominations for Consulting magazine’s annual Top 25 Consultants had a much different feel than in previous years. In 2009, the overall tone of the 350-plus nominations we received was one of admiration.» More
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4
2009
»The Top 25 Consultants of 2000: Bill Nussey of iXL, Inc.
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Bill Nussey is what every traditional consultancy fears most: A venture capitalist turned consultant, who dreams of building the next great global consultancy. » More
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2008
»The Top 25 Consultants 2000
Unrated
How dare we? How dare we list the people we deem to be the 25 most influential consultants and then profile them within these pages? And, as if such a list weren't already fraught with journalistic landmines, we went ahead and ranked the listees. After all, if the appeal of a list is to discover who’s been included or excluded, than why not heighten the experience with a little numbering? To all those who find lists trite and hollow, we apologize, but for those of you who enjoy unmitigated flights of fancy: Buckle up. We’ve got a great list.
Perhaps, unlike any year before it, 2000 is a year of change for the consulting profession. At no other time have the rudiments of leadership been so tested. Whether he’s a venture capitalist determined to build the next great consultancy, or a consultant architecting her firm’s venture funding strategy, the honorees on Consulting Magazine’s 25 most influential consultants list underscore the changes underway as the profession enters the uncharted age of wealth creation.
It’s a list containing more shakers than movers, and more rebels than followers.
But if there were one criterion that sets our top 25 consultants apart from the consulting masses, it would simply be how they helped to energize the profession. It is with this in mind that we decided to ignore the potential landmines and publish what we hope could become food for thought as you blaze your own consulting career path. After all, we all know that the journey is the only true reward in the end.» More
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2008
»The Top 25 Consultants of 2008: An Overview
Unrated
Once again, it’s time for Consulting magazine’s annual celebration of the year’s Top 25 Consultants. With more nominations representing more firms
than ever before, this year’s list truly represents the best the profession has to offer. The 23 firms on this year’s list are the most ever, and like the industry itself, there’s no easy way to define the Top 25.» More
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2008
»The Top 25 Consultants of 2008: Peter Cheese of Accenture
Unrated
 Peter Cheese wrote the book on talent management—literally. Cheese, managing director of Accenture’s Human Performance practice is co-author of The Talent Powered Organization: Strategies for Globalization, Talent Management and High Performance. The book lays out some of his major thoughts around defining, discovering, developing and deploying top talent today. “There is simply not enough talent to go around,” Cheese says. “This is the reality.”» More
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25
2007
»Mark Gerencser - Booz Allen Hamilton
Unrated
Mark Gerencser, senior vice president at McLean, Va.-based Booz Allen Hamilton, insists that “serving clients really is my
passion,” although you couldn’t be faulted, judging from his résumé, if you thought that sitting in
committee meetings was his true calling.» More
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25
2007
»Debra Cammer Hines - IBM Global Business Services
Unrated
Two years after IBM’s acquisition of PwC Consulting, Debra Cammer Hines realized that something didn’t quite add up in the public service
financial management practice. “Some of the folks who joined the company from PwC Consulting still were unsure of what it meant to be a financial
management consultant in IBM,” Cammer Hines recalls.» More
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2007
»Steven Gunby - Boston Consulting Group
Unrated
What does a key leader at one of the world’s top strategy consultancies mention first when describing his firm’s success?
No, it’s not strategy. “If you have a major change inside any institution, insight alone doesn’t make it happen,”
says Steven Gunby, a 23-year veteran of Boston Consulting Group. People also matter.» More
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2007
»David Schuette of BusinessEdge Solutions
Unrated
David Schuette tried to leave his sales job at IBM on several occasions, but each time his manager refused to accept his resignation.
His manager would tell him that the Dallas Cowboys would never trade their back-up quarterback, a role he felt Schuette fit perfectly.
Then a funny thing happened. The Cowboys did trade their back-up quarterback and Schuette clipped the headline, fired it off to his
manager along with his latest resignation letter, and left on a path that eventually took him to where he is today, chief strategy officer
at BusinessEdge Solutions.» More
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25
2007
»Walter Mullikin - CSC
Unrated
The human brain is very much like a complex organization, says Walter Mullikin. To survive, both require sensory input,
instantaneous processing, decision-making skills and feedback controls. Mullikin has been applying those principles -
learned as a scientist doing brain research at the University of Pennsylvania - in his current role as a partner at
Philadelphia-based CSC, where he is considered one of the firm’s leading visionaries in science and technology.» More
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