Books

… about consulting

Strategische Unternehmensberatung

Vahlen, 2009

In economically turbulent times, high expectations are placed on the consulting industry. Strategic management consulting occupies an outstanding position. The textbook comprehensively presents the psychological, analytical and holistic problem-solving methods commonly found in science and practice.

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The role of management consultants in the context of the creation and spreading of management fashions is descriptively lit up. Building on this, the concepts, methods and approaches used in the consulting industry to develop value-oriented strategies at company level and competitive strategies at division level are described in detail.

This textbook is aimed at students, lecturers and scientists who are involved in the subject of management consulting. For practitioners on the consultant or client side, the book is an indispensable work of reference.

Management Consulting Fieldbook

Vahlen, 2004

For decades, the large management consultancies have been among the most innovative and productive sources of new management approaches. It is not uncommon for their ideas to have left their mark on the guiding principles of an entire management generation. Today, it is above all value- and growth-oriented management aspects that are given new impetus by consultants.

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The Management Consulting Fieldbook provides an overview of important management approaches that have been developed by the major consulting companies in recent years. The second edition takes into account the far-reaching changes in the consulting market over the last three years, which have not only changed the structures of the industry, but have also produced new thematic focuses.

– Accenture
– Arthur D. Little
– A.T. Kearney
– The Boston Consulting Group
– Bain & Company
– Booz.Allen & Hamilton
– Cap Gemini Ernst & Young
– CSC Ploenzke
– Deloitte Consulting
– Mercer Management Consulting
– McKinsey & Company
– Star Stewart & Co.

“This book is a must for everyone, who wants to inform himself about the classical approaches and important new trends of management consulting”.
Consulting News

For executives, lecturers and students at universities and business schools, management consultants.

Die großen Management Consultants

Vahlen, 2003

The methods of the major management consultants are regarded as the benchmark of modern corporate management, their decisions are considered rational, objective and inviolable. Their analyses and findings determine the well-being and woe of many companies. But who is behind these consulting firms? How did they come about? What strategies do they pursue? According to which management principles do they – as influential “thought leaders of the business world” – shape the future of their clients?

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This book deals critically with these questions. It takes a look behind the scenes of the leading management consultancies and sheds light on the structures of an elite industry through a comprehensive presentation of the history, concepts and strategies of ten major consultancies:

– Accenture
– Arthur D. Little
– A.T. Kearney
– Bain & Company
– The Boston Consulting Group
– Booz.Allen & Hamilton
– Cap Gemini Ernst & Young
– Mercer Management Consulting
– McKinsey & Company
– Roland Berger Strategy Consultants

For executives, lecturers and students at universities and business schools, management consultants.

Consulting im Gesundheitswesen

Springer, 2019

The digital transformation and the very specific market structures of the health care industry require differentiated consulting approaches which strengthen the growth of management consultancies in this sector. The book presents success factors for consulting projects. It focuses on the approach of complementary consulting in order to meet the diverse change requirements of digital transformation in the healthcare sector in a holistic manner.

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The chapters in this book present examples of successful implementation from consulting projects in the healthcare industry. They offer practical assistance and inspiration to consultants, top managers and other decision-makers.

… about management

Macht in Unternehmen: Der vergessene Faktor

Springer, 2012

Hardly any other term is as discredited as that of power. It is associated with abuse, arbitrariness and irrationality, and the pursuit of it alone is considered suspicious. The regulating and formative function of power for and in organizations has been overlooked, as has the question of the origins and regulatives of power.

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In contrast to other disciplines – such as philosophy and sociology – business administration has hardly dealt with the emergence and effects of power. And in practice, too, many managers shy away from a critical confrontation with their power and that of others. The aim of this book is to change this situation. Because only those who deal with the topic of power openly and impartially can effectively prevent its abuse and make its positive sides effective. In order to open as many doors as possible to a well-founded discussion, the book relies on a proven principle: that of interdisciplinarity. In 22 chapters the authors deal from different points of view with the numerous facets of power.

“A remarkable work that deserves wide attention.”
Professor Dr. Dr. Klaus Schwab
Founder and President of the World Economic Forum, Davos

Das Missing-Link-Prinzip

Hanser, 2009

“We know everything, but we are not doing it.” This sobering confession of a renowned German CEO is symptomatic of the situation of many companies: The gap between strategy and implementation, between knowledge and action, this gap is widening all the time. The question top management is now faced with is no longer: “Where do we want to go?”, but: “How do we actually manage to reach the position we are aiming for?”

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Management professor Dietmar Fink and IBM managing director Matthias Hartmann shed light on a strategic aspect that has received little attention in current management literature so far. They show how the “missing links” – the gaps between strategy and implementation, between the opportunities of a company and its existing realities – can be identified and designed in a targeted way.

The book presents a methodology that has proven itself many times over in practice. Each step is illustrated using case studies and is backed up with extensive tables and checklists. In this way, managers can initiate the necessary steps themselves to pick up their company where it stands and lead it where it should go.

Outgrowing: Wachsen mit den Ressourcen starker Partner

Hanser, 2006

Growth is a central prerequisite for lasting economic success. Traditionally, it has been said that there are two ways for a company to achieve growth: organically or through acquisition. However, in times of saturated markets and scarce resources, both options increasingly reach their limits.

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This book shows that in addition to classical strategies, there is a new, third way of growth: outgrowing – growth with the resources of strong partners. From an economic point of view it can be shown that outgrowing strategies can trigger a sustainable growth impulse, because in many cases it is only possible to successfully exploit new business opportunities in strong partnerships.

How is outgrowing implemented in the company? What hurdles and obstacles are involved – and how can they be overcome? Using ten vividly documented case studies (including IBM, BP, Deutsche Post, Procter & Gamble), the authors provide managers with a practical guide that enables them to successfully implement new growth strategies in their own companies.

Die dritte Revolution der Wertschöpfung

Econ, 2004

Companies are increasingly realizing that they need to organize their internal service processes, such as research and development, purchasing or human resources and accounting, better, faster and more cost-effectively: through a new form of outsourcing.

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The management professor Dietmar Fink and the German managing directors of Accenture, Thomas Köhler and Stephan Scholtissek, show the value creation potential of innovation partnerships with external service providers and the resulting co-competencies, how they are developed and why they will be among the most important management principles in the future. With many practical examples, including Nokia, Deutsche Bank and BP.