TABLE OF CONTENTS In 1988 I entered the management consulting profession with Stevenson Kellogg Ernst and Whinney (later KPMG) in Toronto, after ten years in industry Since then, I have been involved in numerous performance improvement projects ranging from large-scale business transformations to functional initiatives. These projects have been in a broad range of industry sectors in numerous countries including:
Aerospace and Defense
Capital Equipment and Machinery
Newspaper Publishing and Media
Food and Beverage
Pharmaceuticals
Information Technology
Automotive
Electronic
Systems Integration
Power Distribution and Generation
Plastics
Building
Some companies are $50 billion in size and some as small as $5 million. Some are small family-owned and family-influenced business. All are unique. They have unique issues, unique people and culture, unique products and markets, unique problems. Without exception, senior management in all companies wanted to take the enterprise or a function's performance to the next level. That's why they engaged an external management consultancy service.
This book is not about the practice of management consulting. It does, however, deal with the tools used by management consultants. Our approach to management consulting has always been hands on and results driven. We are not into "studies" that end in reports. We are transformational experts who foster a client-led approach with a long list of successes. This book's focus is the application of the tools and methodologies.
The core of the...
