Henry Paulson, the US Treasury Secretary, will create huge business opportunity for consulting firms with his proposed regulation. It's the broadest reform of oversight in the financial markets since the aftermath of the Great Depression.
Businesses are amenable to the same as it will streamline the regulation to avoid such fiascos such as Bear Sterns. It will result in reduced profits but will reduce risk of persecution later.
This regulation translates into a huge opportunity for the consulting firms because both the Fed as well as the commercial sector will have a run for becoming ready for the new era! Consulting firms will flash their accelerators to get the business. As time will be of importance, the billing rates will be at a premium.
Showing posts with label deloitte. Show all posts
Showing posts with label deloitte. Show all posts
Monday, March 31, 2008
Monday, January 21, 2008
booz allen to break up !
Check out this news here.
BAH to break up and have its consultancy services separate ! BAH generates about USD 4bn a year revenue. Given this, the firm's conservative valuations will be easily in the ball park of USD 50 bn+. The partners will have a ball in case this deal goes through.
I am trying to gauge what will Carlyle gain if they get control of these assets (which in absolute terms are - NONE! - most of the assets are intangibles). The people may or may not stick out with BAH - given the turmoil that BAH consulting will undergo with new paymasters in form of Carlyle. Also, as partnership targets of sr managers and managers will get hazed out - there may be a certain degree of attrition to face.
Having said that, Carlyle can deploy the staff and the managers in private equity related work. Their existing assets can be used for it. However, what impact they can bring is a suspect as 70% of BAH's consulting division works for the government and the dynamics in that sphere are much different than commercial sector (critical success factors are more political than merit-based).
I am not sure if this will affect BAH Consulting's ability to attract good talent from b-schools !? Time will tell...
BAH to break up and have its consultancy services separate ! BAH generates about USD 4bn a year revenue. Given this, the firm's conservative valuations will be easily in the ball park of USD 50 bn+. The partners will have a ball in case this deal goes through.
I am trying to gauge what will Carlyle gain if they get control of these assets (which in absolute terms are - NONE! - most of the assets are intangibles). The people may or may not stick out with BAH - given the turmoil that BAH consulting will undergo with new paymasters in form of Carlyle. Also, as partnership targets of sr managers and managers will get hazed out - there may be a certain degree of attrition to face.
Having said that, Carlyle can deploy the staff and the managers in private equity related work. Their existing assets can be used for it. However, what impact they can bring is a suspect as 70% of BAH's consulting division works for the government and the dynamics in that sphere are much different than commercial sector (critical success factors are more political than merit-based).
I am not sure if this will affect BAH Consulting's ability to attract good talent from b-schools !? Time will tell...
Saturday, April 14, 2007
What Board Needs to know about IT !
Board IT Engagement Maturity Model.
Yes, Yet another Maturity Model ! This one deals with how boards of directors are approaching information technology and how they must approach.
Ken Porrello, principal, Deloitte Consulting LLP, introduced this concept at CMU today for a set of ISM grad students. He has close to 20 years of experience in various industries and currently, oversees some of the India operations as well. He is one of the senior partners at the TI practice, where I would be joining in June this year.
Phase 1 of his research included Boards of 455 companies in the United States. Phase 2 is going to include a broad participation in form of 1000 global companies. The phase 1 outcomes can be seen here. The magazine Corporate Board Member also mentioned about this research initiative at Deloitte in their magazine.
At the end, he applauded CMU for having such an interdisciplinary program such as the MISM program.
Yes, Yet another Maturity Model ! This one deals with how boards of directors are approaching information technology and how they must approach.
Ken Porrello, principal, Deloitte Consulting LLP, introduced this concept at CMU today for a set of ISM grad students. He has close to 20 years of experience in various industries and currently, oversees some of the India operations as well. He is one of the senior partners at the TI practice, where I would be joining in June this year.
Phase 1 of his research included Boards of 455 companies in the United States. Phase 2 is going to include a broad participation in form of 1000 global companies. The phase 1 outcomes can be seen here. The magazine Corporate Board Member also mentioned about this research initiative at Deloitte in their magazine.
At the end, he applauded CMU for having such an interdisciplinary program such as the MISM program.
Saturday, September 23, 2006
Consulting firms on campus ... McKinsey, Deloitte, etc
McKinsey came in for the APD positions for BTO and Deloitte came in for their Technology Integration division's information sessions targeted towards MISM program.
Absolutely delightful time !
Alums had come in for the session with McK and interns discussed their experience during the Delloite session.
Got to know quite a few things during both the information sessions.
Now, the count down has begun..because both the applications are fairly complex and need to be done strategically!
Absolutely delightful time !
Alums had come in for the session with McK and interns discussed their experience during the Delloite session.
Got to know quite a few things during both the information sessions.
Now, the count down has begun..because both the applications are fairly complex and need to be done strategically!
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