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Mark David Nevins - One of the best experts on this subject based on the ideXlab platform.

  • Teaching to learn and learning to teach: notes toward building a university in a management Consulting Firm
    Career Development International, 1998
    Co-Authors: Mark David Nevins
    Abstract:

    The shape and makeup of a corporate university in a management Consulting Firm remains a vexed question: what should it look like, and what should it do, to develop its professionals most effectively? There is not a great deal of literature on this topic ‐ or on management, human resources, and professional development in professional services Firms in general ‐ as these Firms tend to hold their cards close to the vest. This article offers some initial thinking about education and development in a management Consulting Firm, with the aim of laying out a framework for understanding what a university in such a context might be. The hope is that this consideration of the particular dynamics of management Consulting Firms and the challenges for education and development therein, coupled with a case study of the curriculum at the management and strategy Consulting Firm of Booz·Allen & Hamilton, will open up a discussion of the most important factors for success in this arena.

Stuart G. Walesh - One of the best experts on this subject based on the ideXlab platform.

  • CORPORATE UNIVERSITY: Consulting Firm CASE STUDY
    Journal of Management in Engineering, 1998
    Co-Authors: Larry A. Roesner, Stuart G. Walesh
    Abstract:

    Continuing education and training are vital in technical organizations for at least two reasons. One is to keep pace with rapid changes in technology. The other is preparing selected technically oriented individuals to assume responsibilities for non-technical functions such as project management and marketing. During the past decade, the continuing education and training programs of engineering organizations, especially Consulting engineering Firms, have undergone major changes. The shift is from an ad hoc, individual-focused model to a planned, organization-focused model. Described in this paper is an example of the latter. Included in this case study of a Consulting Firm's corporate university are the reasons for forming the corporate university, the expected business benefits, the organizational structure, the curriculum, and a summary of the initial operations. The case study is presented in sufficient detail so that other organizations might benefit from the experience.

Chingcha Hsieh - One of the best experts on this subject based on the ideXlab platform.

  • collaborative and embedded knowledge boundaries of an ict Consulting Firm
    Pacific Asia Conference on Information Systems, 2009
    Co-Authors: Chengchieh Huang, Chingcha Hsieh
    Abstract:

    Knowledge is not embedded in organizations’ boundaries but their collaborative networks cross organizations. The paper indicates knowledge boundaries are formed by their respective social contexts, relationships and practices of networks through participative observing two practice teams of an ICT Consulting Firm. To emphasis, the teams’ perspectives, knowledge structures, knowledge values, identities, teamwork styles are affected by their knowledge boundaries. The implication of knowledge boundaries on key topics in teams’ knowledge governance, professional service Firms’ market entering strategies, and national knowledge innovation issues are discussed. This research provides a new direction to take industry seriously in the knowledge management of IS research.

Larry A. Roesner - One of the best experts on this subject based on the ideXlab platform.

  • CORPORATE UNIVERSITY: Consulting Firm CASE STUDY
    Journal of Management in Engineering, 1998
    Co-Authors: Larry A. Roesner, Stuart G. Walesh
    Abstract:

    Continuing education and training are vital in technical organizations for at least two reasons. One is to keep pace with rapid changes in technology. The other is preparing selected technically oriented individuals to assume responsibilities for non-technical functions such as project management and marketing. During the past decade, the continuing education and training programs of engineering organizations, especially Consulting engineering Firms, have undergone major changes. The shift is from an ad hoc, individual-focused model to a planned, organization-focused model. Described in this paper is an example of the latter. Included in this case study of a Consulting Firm's corporate university are the reasons for forming the corporate university, the expected business benefits, the organizational structure, the curriculum, and a summary of the initial operations. The case study is presented in sufficient detail so that other organizations might benefit from the experience.

Khalifehpourmianji Kasra - One of the best experts on this subject based on the ideXlab platform.

  • A qualitative research on proper methods of marketing, pricing, and business relationship of Consulting-as-a-service: a case study of an IT Consulting Firm
    University of Stavanger Norway, 2020
    Co-Authors: Khalifehpourmianji Kasra
    Abstract:

    Master's thesis in Strategy and ManagementServitization is a trend with the help of which the companies transfer their tangible products accompanied by service offerings. Consulting can be offered in a variety of models, from pure service like pure advice-giving to hiring out consultants as a real asset who will work in clients’ premises for several months and years. There is a trend in the Consulting industry that is making consultants more involved in decision making and distancing them from being an adviser. The case company is a Scandinavian Consulting Firm, providing different Consulting services, especially in IT. CaaS is a model in which the consultant as tangible assets who work in clients’ premises, will be provided as a service. Meaning that the clients will not get to choose a consultant based on the CV to work for them in a period; instead, they will acquire the result of the consultants' job, and it is the consultancy’s task to find appropriate consultants for reaching the defined outcomes. CaaS, with all its benefits for the customer, contains several challenges in the marketing process. The most important factors to be considered in the sales of CaaS are 1)to manage the brand image and preconceptions of the clients, 2)gaining their trust, 3)controlling and consider the irrational factors such as likeability of the contact persons, 4)understanding the clients’ needs, and 5)Managing the clients’ understanding of the offered service. Pricing is one of the first areas that clients consider. However, it does not mean that low prices are fascinating. The study based on the results concludes that CaaS is a highly tailored and complicated service model, and therefore needs to consider value-based pricing strategy and use innovative revenue models. Furthermore, the suitable pricing policies, as like other service offerings, are negotiated pricing and differentiated pricing that considers the clients and their purchase situation. There are several governance structures, and each of them is suitable for some relationships with particular specifications. Due to the high demand levels of trust and transparency, the flexibility of CaaS that makes it a win-win model by reducing the risk and increasing the flow of the projects, and the cooperative, and communicative attributes of model and case company, the Vested outsourcing was recognized to be a suitable relationship management model for the case company

  • A qualitative research on proper methods of marketing, pricing, and business relationship of Consulting-as-a-service: a case study of an IT Consulting Firm
    University of Stavanger Norway, 2020
    Co-Authors: Khalifehpourmianji Kasra
    Abstract:

    Servitization is a trend with the help of which the companies transfer their tangible products accompanied by service offerings. Consulting can be offered in a variety of models, from pure service like pure advice-giving to hiring out consultants as a real asset who will work in clients’ premises for several months and years. There is a trend in the Consulting industry that is making consultants more involved in decision making and distancing them from being an adviser. The case company is a Scandinavian Consulting Firm, providing different Consulting services, especially in IT. CaaS is a model in which the consultant as tangible assets who work in clients’ premises, will be provided as a service. Meaning that the clients will not get to choose a consultant based on the CV to work for them in a period; instead, they will acquire the result of the consultants' job, and it is the consultancy’s task to find appropriate consultants for reaching the defined outcomes. CaaS, with all its benefits for the customer, contains several challenges in the marketing process. The most important factors to be considered in the sales of CaaS are 1)to manage the brand image and preconceptions of the clients, 2)gaining their trust, 3)controlling and consider the irrational factors such as likeability of the contact persons, 4)understanding the clients’ needs, and 5)Managing the clients’ understanding of the offered service. Pricing is one of the first areas that clients consider. However, it does not mean that low prices are fascinating. The study based on the results concludes that CaaS is a highly tailored and complicated service model, and therefore needs to consider value-based pricing strategy and use innovative revenue models. Furthermore, the suitable pricing policies, as like other service offerings, are negotiated pricing and differentiated pricing that considers the clients and their purchase situation. There are several governance structures, and each of them is suitable for some relationships with particular specifications. Due to the high demand levels of trust and transparency, the flexibility of CaaS that makes it a win-win model by reducing the risk and increasing the flow of the projects, and the cooperative, and communicative attributes of model and case company, the Vested outsourcing was recognized to be a suitable relationship management model for the case company