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»JP Morgan and The Whale: A Parable
After a tumultuous period of banking hyper-regulation after 2008, no one would have suspected in 2012 that JP Morgan, the world’s largest bank, had ineffective controls in place that left the company flat-footed when its “rogue” trader had taken untenable, long-term positions on Credit Default Swaps.
»Optimizing Manufacturing Strategy
Bloomberg News recently reported that GE intends to use 3D printers to produce 85,000 fuel nozzles for its newest jet engine, a significant leap for a technology that until now has largely been confined to prototyping tasks.
We may be witnessing the start of a new wave of privatizations, which will see governments throughout Europe significantly increasing their sales of assets across a wide range of economic sectors.
»Consulting Without Consultants
Management consulting is an enigmatic business. The industry is alternately ridiculed, reviled, or revered depending on one’s perspective. The same attitudes hold true for consulting’s standard-bearers (e.g. McKinsey, BCG, Bain et al). Such conflicting opinions are distilled in two recent exposés on the industry.
»The Jetsons and Cyber Security Measures
As a child watching the animated TV show The Jetsons I was convinced they lived the ideal life. The Jetson family had technologies and gadgets used in everyday life that seemed unfathomable as I watched in the 1980s.
»U.S. Healthcare Reform and Integration
While each week in the U.S. different reports come out about key aspects of the US healthcare reform being adopted, implemented or delayed, fewer elements of the Affordable Care Act’s (ACA) impact are clear.
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»Marriott Goes Big in NYC
Marriott International, Inc. and G Holdings opened what they’re calling an “iconic addition” to the New York skyline, a combined 378-room Courtyard hotel and 261-suite Residence Inn hotel in midtown Manhattan. The $320 million, 68-story property is the tallest single-use hotel in North America.
»Extended Stay America Offers Rooms to Patients
Extended Stay America is teaming with the American Cancer Society to provide some 10,000 free nights, as well as another 10,000 discounted nights, in its hotels to cancer patients who are forced to travel to receive treatment.
»Oakwood Worldwide Expands NYC Presence
LOS ANGELES—Oakwood Worldwide expanded its portfolio in New York with new corporate apartments at the newly renovated 25-story property called The Nash.
»Best Places to Stay: Travel Bounces Back
Consultants are on the road again, at least according to the results of our annual Best Places to Stay survey.
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»The Three Rules
Earlier this year, Deloitte Consulting’s Mumtaz Ahmed and Michael Raynor published The Three Rules: How Exceptional Companies Think. The authors set out to answer what was, in their mind, the ultimate business question—how do some companies achieve exceptional performance over the long haul?
»Thinking in New Boxes
Creativity is key if you are to thrive in a time of accelerating change, according to The Boston Consulting Group’s Luc De Brabandere and Alan Iny.
»The Effortless Experience
We live in a golden age of customer service, when many executives say their goal is to ‘delight the customer.’ It’s a worthy goal, for sure, but what if it’s wrong?
»The Solution Revolution
What drives the social economy? What opportunities does it present for business? William D. Eggers and Paul MacMillan set out to answer these questions and more.
»Author Q&A: PwC's Ted Shelton
PwC’s Ted Shelton’s book Business Models for the Social Mobile Cloud: Transform Your Business Using Social Media, Mobile Internet, and Cloud Computing, examines how the three technologies are coming together to transform businesses.
»Review: The Three Rules
Why do some companies achieve exceptional performance while so many others struggle to survive? That’s the question Deloitte’s Michael Raynor and Mumtaz Ahmed—along with an international team of dozens of researchers at Deloitte—set out to answer with their book The Three Rules.
»New from Consulting
Key Drivers of Staff Attrition and Retention
Staff retention is the biggest threat facing your firm’s ability to thrive in the current consulting recovery. And knowing what drives each of your professionals and what you can do to make their work satisfying informs your allocation of scarce retention resources.
Consulting magazine’s Key Drivers of Staff Attrition and Retention report will refocus your internal planning by providing key insights into what drives consultant job satisfaction at each of five staff levels and identifying what causes each to stay or leave their current firm.
The report’s approximately 40 charts detail voluntary consultant attrition based on 18 different components of job satisfaction, including:
- Compensation — base salary and bonus satisfaction
- Career Development — satisfaction with the commitment to training and the actual number of training hours
- Client Engagement — does the firm make a positive client impact and meet clients’ needs
- Firm Culture and Morale — ratings of and the satisfaction consultants have with their mentor
- Leadership Confidence — are their leaders competent and effective
- Work/Life Balance — satisfaction with the firm work/life arrangements and the amount of travel
Methodology and data details: Each Key Drivers of Staff Attrition and Retention report focuses on consultants at small to mid-sized firms (those with less than $100 million in annual revenue) in one of five service lines: IT, strategy, operations management, HR and financial/business advisory services. Data is derived from a proprietary study of over 2,000 consultants, with findings validated and confirmed through supplemental interviews with consulting firm leadership.
Detailed custom analysis is available on the data used in Key Drivers of Staff Attrition and Retention. Giving you a very fine level of detail, this service allows for direct benchmarking of your firm's retention and engagement strategies against peer consultancies.