The ALM Vanguard - Ernst & Young

Source: ALM Intelligence's Corporate Services Consulting (c) 2019; used by licensing permissions

Buyer Ratings Guide

The ALM Vanguard:

Corporate Services Consulting 2019

November 2019

Source: ALM Intelligence's Corporate Services Consulting (c) 2019; used by licensing permissions

Buyer Ratings Guide

Contents

Overview

3

ALM Vanguard of Corporate Services Consulting Providers

5

Competitive Landscape

6

Provider Capability Rankings

8

Rating Level Summaries

9

Leader Assessments

10

Provider Capability Ratings

11

Best in Class Providers

12

Provider Briefs

13

Definitions

27

Methodology

29

About ALM Intelligence

31

Author

Liz DeVito

Associate Director, Management Consulting Research

T +1 212-457-9170

edevito@

For more information, visit the ALM Intelligence website at

intelligence/industries-we-serve/consulting-industry/

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Source: ALM Intelligence's Corporate Services Consulting (c) 2019; used by licensing permissions

Buyer Ratings Guide

Overview

Capability Drivers

Demand for corporate services consulting is growing against the backdrop of an uncertain economic outlook and the continuing

drumbeat of digital disruption. Executives who lead G&A functions are carefully watching economic indicators for signs that a

recession might be on the horizon, considering how to prepare before they are backed into a corner and forced to cut costs

without a strategic plan. They have come too far and learned only too well from

past recessions that financial gains earned from making fast, easy cuts at the start

of a downturn are not sustainable and can take years to recover from because

of reduced service levels and lost institutional knowledge. This is a particularly

untenable prospect at a time when G&A leaders are simultaneously being asked

to actively engage in, if not lead, their organization¡¯s digital transformation by

CEOs who believe that moving too slow leads to obsolescence. The challenge for

Corporate Services Consulting Defined

ALM defines corporate services consulting as

professional services designed to help clients

improve the performance of back-office

functions that support the workforce, including

those in the corporate center, shared services

centers, outsourced services, and captive

operations.

G&A leaders is to develop a strategy for creating value in an environment that pits leanness against a growth imperative.

Providers are responding with services framed for a transformation agenda. They approach corporate services through the lens

of the customer experience, helping clients understand how internal operations and technology infrastructure directly influence

brand value. They are collaborating to transform workflows, integrate data, adopt cognitive technologies, and reskill back-office

employees in service of the customer experience. The consulting leaders have gone one step further with the introduction of

perspectives and frameworks that position the back office as an innovation engine, where end-to-end processes are designed

and digitally enabled tools are road-tested for impact potential throughout the organization¡¯s value chain.

As corporate services consulting becomes more integral to clients¡¯ transformation agendas, there is an expectation of providers

to deliver full engagement life cycle capabilities against two objectives: sustaining G&A efficiency gains and driving enterprisewide digital transformation.

Sustaining G&A efficiency gains

¡ö¡ö Corporate center redesign. Providers are helping clients understand how lean and agile models, along with digital

technologies, can reshape the corporate center to work faster and more efficiently, all in line with the broader business

portfolio strategy and organizational capabilities. They have updated their diagnostic tools to help clients cut through the

politics of organization design to honestly appraise the sweet spots and pain points in their corporate center¡¯s operating

model and processes.

¡ö¡ö Zero-based budgeting (ZBB). The consulting leaders are applying new approaches to maximize efficiency gains and

drive productivity improvements, combining the principles and practices of ZBB with organization and operating model

redesign. These approaches help clients reframe cost reductions as opportunities to reduce organizational and process

complexity, while building resilience into corporate services.

¡ö¡ö Operational efficiency. The leading providers have become more comfortable leveraging an agile consulting

methodology focused on speed and flexibility for achieving operational excellence. Consulting frameworks often include

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Source: ALM Intelligence's Corporate Services Consulting (c) 2019; used by licensing permissions

Buyer Ratings Guide

Overview

Capability Drivers

a phase that encapsulates the iterative, human-centric process of agile design to ensure operational efficiencies are

improved and capabilities are developed. This approach also has the effect of strengthening the client¡¯s ability to sustain

performance improvement over the long term.

Leveraging corporate services for digital transformation

¡ö¡ö Global business services (GBS). Providers are leveraging the GBS model to transform corporate services away from its

traditional focus on cost-cutting to become a digital transformation engine. They are helping clients create customercentric, digitized process flows across functions and geographies; realize cost-efficient operations through scale,

automation and labor arbitrage effects; and build an agile service delivery model for support functions, where operating

units are steered globally and independently of traditional business units.

¡ö¡ö Emerging technologies. The leading providers are helping clients adopt emerging technologies such as intelligent

automation, natural language processing, blockchain, and data analytics to create fully automated and transparent

end-to-end process chains. The work begins with building a holistic automation vision backed by an outcomes-driven

strategy, roadmap, and operating model. Close attention is paid to how performance will be measured, visualized, and

reported to drive real-time and predictive decisions.

? 2019 ALM Media Properties, LLC

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Source: ALM Intelligence's Corporate Services Consulting (c) 2019; used by licensing permissions

Buyer Ratings Guide

ALM Vanguard of Corporate Services Consulting Providers

The ALM Vanguard of Corporate Services Providers assesses firms in terms of their relative ability to create impact for their

clients. For this, the ALM Vanguard displays the relative position of the providers featured in this report, deemed capable in

corporate services consulting, based on an evaluation of their overall capabilities according to a consistent set of criteria.

Capability depth denotes a provider¡¯s capacity to get results for clients, while capability breadth indicates its ability to deploy

that capacity across multiple client scenarios.

Consulting is distinctive from other industries because of the variety of client contexts that providers encounter in terms of

ambitions, needs, and abilities that alter what it takes to create impact. As providers seek to deploy their capacity to create

client impact (depth) across industry sectors, geographic regions, and interfaces with adjacent functional and technical

capabilities (breadth), they increase the complexity of their engagement models. The downward slope of the lines that

separate the tiers of the market captures the trade-off between low-complexity engagement models (designed to maximize

the capacity to create impact for a narrow set of client applications) and high-complexity engagement models (made to

High

maximize deployability and create impact for a wide variety of client applications).

McKinsey & Company

BCG

LEADERS

KPMG

EY

Depth of Consulting Capabilities

Bain & Company

PwC

North Highland

ScottMadden

CHALLENGERS

Roland Berger

A.T. Kearney Accenture

Deloitte

PA Consulting

IBM

The Hackett Group

BDO International

AlixPartners

Low

CONTENDERS

Redding Consultants

Kaiser Associates

Technology & Business

Integrators

Oliver Wyman

L.E.K.

Consulting

ROI EFESO

The Highland Group

Low

Breadth of Consulting Capabilities

High

Source: ALM Intelligence

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