1 Operations Excellence in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by
2 Table of Contents Introduction... 3 Market Challenges and Their Impact on Professional Services Firms... 3 Recommended Solutions and Framework for Success... 6 Actions: Where to Start Conclusion About Kennedy Consulting Research & Advisory... 12
3 3 Operations Excellence in Professional Services Firms Introduction The professional services industry has changed dramatically through the recent and current economic turmoil. Accelerated structural shifts in industries have created an urgency for firms to be more nimble, efficient, and responsive. Bombarded by threats and change, clients focus on a back-to-basics strategy involving simplifying, streamlining, rescaling, and restructuring their operations. The back-to-basics approach for organizations also has implications for professional services firms. Clients are more price sensitive and have more complex service needs than in the past. At the same time, services must be delivered both faster and with higher quality, even as clients expand into smaller, emerging markets. These market challenges represent opportunities for professional services firms to innovate and create differentiation in the market. The firms that can improve the way they manage clients, deliver services, access and manage talent, and provide operational excellence will meet the challenges with significant competitive advantages. However, for innovation to occur, systems and processes must be able to support the necessary responses. This paper recommends steps that professional services firms can take to create more innovative delivery structures and to improve decision making related to projects, talent, and client profitability resulting in increased competitiveness and market share. Market Challenges and Their Impact on Professional Services Firms Professional services firms including consulting, IT, tax, and audit firms face numerous challenges as they pursue success. Clients are very price sensitive, have complex service needs, and demand both shorter delivery times and higher quality. Furthermore, these challenges amplify as clients seek expertise from their professional partners and expand into smaller, emerging markets. Figure 1 summarizes the market challenges that professional services firms are likely to face. For each challenge, firms can take a number of actions to improve operations and minimize the negative impact.
4 4 Figure 1. Market Challenges and Action Market Challenges Impact of Challenges to Professional Services Firms Solution Action to Improve Operations Increased price sensitivity of clients Prices being driven down by clients Tougher negotiations, longer sales cycles, resulting in lower fees Clients desire for pricing options to meet a variety of needs and the firm s inability to always support and offer flexible pricing Need to understand which clients are the best customers and why Develop insight into the true cost of the service, resulting in more accurate and profitable pricing Develop systems to support different pricing strategies Develop an understanding of a client s profitability across business units and geographies Centralize and standardize financial data to improve reporting Centralize performance management systems to improve business intelligence Understand account profitability Increased complexity of services Lack of ability to support ever-expanding service offerings Struggle to incorporate abilities into global service delivery model Manage talent and incorporate the process into a global service delivery strategy Centralize delivery resources in order to standardize aspects of services globally and achieve higher levels of service Integrate resource planning systems Apply advanced workforce management initiatives Implement initiatives for talent management leadership Centralize performance management systems to coordinate business intelligence for delivery and talent management activity More demanding clients Difficulty achieving higher- quality standards Struggle to deliver shorter delivery times Centrallize delivery resources in order to standardize aspects of services globally and achieve higher levels of service Streamline technology assets supporting delivery Build systems to efficiently access resource and contractor networks Consolidate resource tracking Difficulty developing scale and expertise in smaller growth markets Difficulty entering smaller but growing markets Reorganize the delivery business unit across a wider geographic area Enhance delivery management systems to support scalability of delivery services Implement advanced resource scheduling systems Improve functionality for project optimization Source: Kennedy Consulting Research & Advisory
5 5 Increased price sensitivity of clients Buyers and their procurement organizations are demanding better value propositions, statements of work, and pricing. As a result, professional services firms must overcome the following challenges: Tougher negotiations: Professional services firms that engage in tougher negotiations face longer sales cycles and purchase criteria that create commoditized negotiation positions. The result is often lower average fees, which can decrease account profitability. Flexible pricing alternatives: Whether it is fixed pricing, detailed time and material pricing, or performance-based pricing, clients want options to meet their specific needs. Unfortunately, many professional services firms do not understand the true cost of the service, making it difficult for them to offer and support flexible pricing alternatives. Navigating the demands of clients and determining the costs to deliver services exposes another major issue: client profitability. Professional services firms that lack the ability to adequately track the resource effort for account management, program management, and other unanticipated requirements across service lines and geographies cannot assess the potential value of an overall client account. Therefore, they may be unable to make intelligent decisions about the long-term potential of the account and to identify the current and future most profitable customers. Increased complexity of services Clients senior management is focusing more heavily on professional services decisions and demanding stronger value propositions. The operational implication for professional services firms is that they need to: Effectively manage talent across multiple practices Optimize the use of resources The mantra deliver the services our clients need where they need it implies that success comes from managing and selling more services and capabilities, hence expanding the offerings portfolio. Providing more strategic services or commoditized services introduces new complexities for coordinating delivery resources and managing talent; it also increases the cost for managing accounts. Expanding offerings and capabilities as well as the interrelationships of these competencies poses challenges. Professional services firms struggle to optimize the use of resources and expand workforce initiatives, particularly as delivery models and clients needs change. As a result, pushing forward with new offerings to stay competitive can lead them to large operational hurdles. More demanding clients Clients today demand faster delivery and higher, more consistent quality of services. Projects that used to take ten weeks must now be delivered in six to seven weeks. Projects that used to be delivered in six weeks must now arrive in four to five weeks. Service quality includes the accuracy, consistency, and sophistication of defined deliverables for clients. To ensure that they receive the highest quality, customers are demanding examples of deliverables, pressing
6 6 firms on delivery methodologies, and seeking to understand the intellectual property and tools leveraged to build expertise and support delivery. Delivering services more quickly and with higher quality is posing additional challenges. In the short term, consultants work more hours and lean on their experts to ensure quality. However, if they do not make changes to the operation, there is a limit to how much faster and better services can be. Profitability or sales will decline as a firm struggles to deliver competitive value propositions. Difficulty developing scale and expertise in smaller growth markets Developing scale and expertise in smaller growth markets is a challenge as professional services firms race to gain a foothold in new markets. Scale involves the ability to provide the service to support, solve, or address a larger scope or problem. Examples are using a larger application; covering a broader geographic area, such as Western Europe rather than just Spain; or managing more people, such as supporting 20,000 instead of 5,000 employees. For example, in the Middle East, the economic growth over the past decade, particularly in the Lower Gulf, has attracted many of the largest corporations in the world. These organizations require local resources to meet many of their needs. However, most local offices are relatively small, and new incremental projects, such as those in management consulting, can overwhelm them. It also is very difficult to maintain expertise across a wide variety of areas. Professional services firms are leveraging resources across multiple locations or geographies in the region to meet the demands for larger projects there. However, this practice has created operating problems as firms struggle to coordinate resources. Because of the different systems, rates, and management priorities across these offices, management resources and consulting utilization are suffering. Recommended Solutions and Framework for Success Professional services firms that innovate and change their management approach can achieve success and overcome the market challenges they face in today s tumultuous environment. The recommended solutions to improve their operations, profitability, and competitiveness impact many internal functional areas. Without streamlined systems and processes, professional services firms will struggle to respond to these challenges. However, by focusing initiatives on systems and processes, they will be able to improve delivery, talent management, sales management, and operations support. As a result, firms also will improve reporting, management accountability, and delivery management capabilities as well as coordinate management activity. Although professional services firms have invested in their operational systems and processes, they still have a lot of room for improvement. They must take their back-office operations a step further to meet these market challenges. Figure 2 illustrates our framework for approaching operations excellence. Delivery Professional services firms must be able to organize and modify the physical and organizational structures necessary to
7 7 Figure 2. Operations Framework for Success Core Operations Initiatives Delivery Organizing the physical assets, proprietary intellectual property, and technology to deliver services effectively and efficiently Operations Support Providing the operational processes for decision making, facilities, and other support processes for delivery, customer support, and employees Resources/Talent Ensuring that operations, reporting, and management support administrative requirements so that resources are trained and empowered to perform Customer Providing operations support for sales, marketing, and customer management initiatives Systems Finance Systems Accounting, reporting, payment processing, expense management CRM Systems Marketing, sales, support Operations and Administration Business intelligence and analytics; vendor, facilities and IT management HR Systems Recruiting, retention, compensation and benefits, training, career enhancement, leadership development, succession planning, quality Source: Kennedy Consulting Research & Advisory deliver services effectively and efficiently. They are shifting toward new delivery models by incorporating core client teams: a flexible model team, a shared service team, and specialist team structures. The precise structures of these models vary depending on custom client requirements, the sophistication of the relationships, and the overall scale of resources. Physically centralizing delivery resources is a major initiative to improve these value propositions. Surprisingly, professional services firms believe that improving the quality of their services to clients is the biggest driver of their centralization efforts. Through these efforts, firms are able to standardize aspects of their services globally so that they can maintain consistently high levels of quality. By organizationally pooling resources, professional services firms can dedicate resources to quickly develop expertise in emerging markets and establish themselves as experts on the local market, despite their short-term presence in it. Doing so also enables them to take advantage of their global footprint if they are not yet established in a particular region. Firms can use this larger operating unit to service the region and keep up with demand as they grow a local presence. Success with these new operational models requires systems and processes that enable the sharing of resources across services. Professional services firms must integrate pricing and workforce management systems, use consistent performance management models, and manage talent beyond a particular geographic region. To manage these new delivery structures, professional services firms require advanced resource scheduling systems, new project pricing functionality, deeper resource tracking, workforce management abilities, and project optimization capabilities.
8 8 Resources/Talent The core resources/talent systems ensure that operations, reporting, and management systems support the management of talent both now and in the future. Despite progress to improve management activities and optimize resource planning, many professional services firms continue to employ a simplistic talent management process. This process requires standardized HR systems integrated with delivery, administrative, and finance systems. Many firms do not have adequate systems to capture and manage the information and do not have systems that are integrated across broader service lines and geographic reporting areas. If they cannot streamline and integrate these systems, it is difficult for them to effectively manage talent requirements. As a result, talent management and governance processes must be streamlined and integrated with resource management systems to improve performance. A key initiative is to enhance the external contractor and channels network. Flexibility in accessing talent is important for effective cost management, particularly in areas that have few resources. These expert networks are also necessary to adopt new quality initiatives and reduce the time to complete projects. Experts allow project teams to quickly assess critical issues to be addressed and can focus the team on solutions in a much shorter period of time. Although internal resource management applications are commonplace, most professional services firms take a manual approach to managing external resources. Expanding access into new networks and, for larger professional services firms, into alumni networks ensures that a firm can respond quickly to client needs. Some firms also develop formal relationships with other professional services firms to provide adjacent capabilities. Operations Support Professional services firms must provide the infrastructure to execute and support initiatives and programs across all business units. The coordination of functions and tracking of performance indicators ensure that the initiatives are on track and that each group is performing correctly to meet overall objectives. There is growing recognition that decision-making skills among professional services managers can positively affect a company s ability to achieve business goals. To maintain operational focus and alignment, professional services firms must construct key performance indicators (KPIs) related to their goals. A primary means of maintaining this alignment is performance management (PM). Financial reporting based on properly focused KPIs not only delivers more reliable and verifiable financial statements (critical to mitigating reporting risk) but also holds business line and unit leaders accountable for achieving results that support the business goals and strategy. PM helps CFOs address the complexity, scalability, and efficiency issues that come with having many managers responsible for data that feeds into financial reporting. These objectives include: Tracking progress toward achieving organizational goals Communicating strategy to everyone in a clear and simple manner Measuring performance at various levels in an organization Developing insight into the true cost of service offerings, resulting in more accurate and profitable pricing strategies
9 9 Operations support is even more critical as the complexity of service delivery increases and as firms expand into new geographic areas. Aligning middle managers decisions with company strategy allows for a routine evaluation of that strategy based on operational results and market information. Increasing focus on business processes, which often causes their decomposition into individual steps, provides a level of granularity that did not exist before. It is important to integrate best practices for individual business processes into a corporate governance structure as delivery structures change. This granularity creates new categories of business process data that can be captured and stored in meaningful metrics that populate new KPIs and create a new layer of PM functions. Managers can see not only which business processes are holding back overall performance but also which parts of a business process are responsible for that breakdown. By making this analysis part of the larger PM organization, managers can receive this data quickly and do not have to wait for a separate operational study to produce similar results. Customer Account profitability is often difficult to measure in a professional services firm. It is critical to understand each customer s intrinsic value through measurable variables and treat each one accordingly. The purpose of customer relationship management (CRM) technology is to enable companies to differentiate customers and maximize their profit and value. But the reality is that many early implementations and associated processes in professional services firms fell short of that goal. Professional services firms realize that they must: Interact with other consultants across a number of business units and sometimes across geographies Improve their revenues while understanding that more insight into customers behavior is necessary to support marketing and sales engagements Given the recessionary environment, cost reduction is a pronounced goal. Professional services firms are undertaking a number of approaches to better understand customers and reduce costs by: Improving field marketing effectiveness Improving sales force productivity Reducing the cost to manage accounts Eliminating unprofitable revenue streams (customer segments) Systems Underneath the four core operations initiatives shown in Figure 2 are four systems functional areas necessary to support them. The first component is the finance systems, incorporating the accounting, reporting, payment processing, and enterprise management systems and processes. The second component is the CRM systems, involving the marketing, sales, and support systems. Implementing processes and functionality to collect and monitor detailed insight into clients is a critical link across this area. The third component is the operations and administrative systems, which incorporate the business intelligence systems, vendor management, and IT management requirements. The business intelligence systems are particularly important for supporting various pricing strategies and client profit-
10 10 ability across business units and regions. The final component is the HR systems; incorporating functionality for recruiting, compensation, and talent management will provide important data for delivery as well as both current and future resource requirements. Actions: Where to Start To provide the flexibility to create more innovative delivery structures and to improve decision making for projects, talent, and client profitability, professional services firms must start with the foundational systems. A critical problem for many professional services firms is dealing with a number of disparate operational systems across the organization. Enhancing these systems, along with the associated processes and governance structures, will position firms to make the necessary competitive improvements in the future. They will do well to follow the six steps outlined below. Step 1. Centralize and standardize financial data to improve profitability reporting Integrating finance systems and project data with a common architecture and chart of accounts will: Reduce costs for managing the finance function Improve communication among business units Improve the use of financial data in performance management reporting Provide an understanding of labor costs, time, and materials for a holistic view of job profitability Step 2. Centralize business intelligence systems to coordinate management activity Because service demands and delivery structures are more complex than they were in the past, it is important to develop a business intelligence framework to support management decisions and monitor performance across the organization. Without such a system, management will not be accountable, progress cannot be measured, and the firm will not be able to respond as quickly to industry events. Step 3. Enhance delivery management systems to adequately scale the delivery of services To manage emerging delivery structures, professional services organizations must build advanced systems for resource scheduling, new functionality for project pricing, and deeper capabilities for resource tracking. In addition, improving capabilities for workforce management and project optimization supports new flexible delivery models. Consistent systems incorporating all resources including delivery centers, local offices, and onsite resources allow firms to construct delivery models to fill a particular client need or service requirement. Step 4. Build systems and processes to efficiently access resource channels and contractor networks Building a formalized network for external contactors and resources will ensure that firms have quick and efficient access to high-quality expertise. This access makes a critical difference in accurate pricing as well as in responsiveness to the needs of top clients.
11 11 Step 5. Implement initiatives for talent management leadership To develop a highly competitive professional services firm, it is important to develop a culture of excellence, build the right talent, and align that talent with the firm s strategy. At the center of this initiative are leadership and a method for incorporating talent management into the overall management activities. Talent management is an important component of the efficiency and effectiveness of a firm s operations. Therefore, a top priority for professional services firms must be to integrate the right talent management leadership and measurement processes into their daily operations. Step 6. Develop a deeper understanding of account profitability Account profitability requires more detailed accounting procedures for professional services firms. As competition for accounts increases, firms must develop a deeper understanding of the costs and resource requirements for supporting and delivering services to both large and small accounts. This information will allow management to control costs and resource requirements as well as to make strategic decisions about ways to remain competitive. Incorporating this detail into workforce management systems and developing a common chart of accounts across business units and geographies is critical for developing a common understanding. Conclusion Professional services firms, like all other organizations operating in today s uncertain economic climate, need to find ways to achieve operational excellence so that they can remain competitive. Clients worldwide are becoming used to having their demands met for timely delivery, high quality, flexible pricing, and innovation related to the services they require. The firms that take the six steps outlined in this paper to create more innovative delivery structures and to improve decision making for clients will position themselves and their clients for profitability. Following the recommendations will likely enable them to improve their competitiveness and market share in the years ahead.
12 12 About Kennedy Consulting Research & Advisory Since 1970, Kennedy has been the world's leading source of market analysis on the Management Consulting and IT Consulting industries. Kennedy Consulting Research & Advisory provides accurate and reliable market sizing and forecasts on consulting services world-wide, needs-analysis and vendor profiling for buyers of consulting services, timely and insightful intelligence on the top consulting firms in their respective markets, and operational benchmarks that measure consulting performance. Kennedy's research spans multiple service areas, client vertical industries, and geographies. Our analysts provide expert commentary at consulting industry events world-wide, and offer custom research for Management Consulting and IT Services firms. Kennedy's stand-alone consulting advisory unit, Kennedy Information Advisors, provides results-oriented strategic guidance to buyers and sellers of consulting services. Kennedy's clientele consists of Fortune 500 companies and the most highly regarded professional services firms in the world, representing over 90% of the service providers in consulting. Established in 1970 as a division of what would be the media company Kennedy Information, the business unit in 2008 was renamed Kennedy Consulting Research & Advisory to reinforce its focus on proprietary research and custom advisory work for buyers and sellers of consulting services.
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