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Advisory business: Managing highly skilled advisory teams in digital world
Ayush Gayaprasad
04th July 2016
Advisory business is changing fast due to industry macro-trendsThe Market – digitalization and disruption
Business value chain and organizational changes are moving towards Exponential business models* and participant eco-systems due to digitalization and its associated disruptions/opportunities
*http://techcrunch.com/2015/07/05/exponential-organizations-are-the-future-of-global-business-and-innovation/**https://hbr.org/2013/10/consulting-on-the-cusp-of-disruption
• Exponential/circular economy & participant eco-system
• Customer expectations of an Omni-channel experience
Linear economy and value chain
• Technology driving operational strategies; demanding innovation
• People (customers and employees) are at the center of change with varying degree of wants
Efficiency in business processes in departments (process leading)
Visionà Strategyà Operationsà Outcome
• Expertise network to enable rapidly changing strategy and operations; ‘capability investment’ as differentiator
• Delivers value through predictive advisory over reactive problem solving
Structured to diagnose and try to solve problems (scope is undefined)
Consulting organization**:Customer organization:Customer business:
Advisory business is changing also due to micro-trendsThe Advisor : Role change from ‘oversight’ to ‘participative steering’ to ?? ….
*Ability to ‘talk’ and ‘walk the talk’ with a wider force-field in consulting engagements (CMO/CDO/COO are almost always engaged along with CIO role)
Traditional oversight in: • Timing• Technique• Co-ordination• Economics• Cost-benefit decisions….
Anticipating change; Predictive insights/ participating in responses • Innovation support• Partner ecology expertise• Consumer behavior insights and design-thinking enablement• Outcome based transaction support and People enablement• ….??++Steering on Timing, Technique, Co-ordination and Savings
Ex: From CIO advisory to CXO* advisory with international span and ability to ‘anticipate and support change’
Advisors and Advisory of tomorrowNetwork of skills and solutions
Focus on Solution sales; Customer engagement;
Capability requests
FLogicNets
F
A
C#
B
Practice-C Practice-B
Practice-A
C
Capability Mgmt, Innovation andSolution/Sales support
….....
C#
….
Advisory client engagement
Manufacturing value chain
Consumer behavior changesNew operating models
New participants and competitorsInternational Consolidation/Divestment
Growth strategy levers New technology evolution
Circular economy for sustainability
Tracking new market participants;
Evaluating opportunities and trigger solutions
…....
Industry thought leadership
Insights on sourcing advisory shifts in focus: http://outsourcemag.com/qa-bill-huber-alsbridge/
Technical
Strategy
Business Transaction support
… D
E
C
A …
B
F
…
Academy
Rationalization
Quality Architecture Risk
Audit and DD services …
…
Product (Application space)
Process (Transaction support)
People (Training/Certification)
Autonomous vehicles
RPAIoT MPoS
3D printing
FinTech
RegTechDrones
Wearabales
What we can do at boutique consultanciesChange focused advisory for industries and strategic clients
The key focus for growth oriented advisors and advisory networks would be to continuously rediscover their TRUE NORTH* i.e. their basic identity as a network of consistently learning experts/analysts AND change agents focusing on best practices.
• Self and organizational nurturing of industry focused professionals with a helicopter view and execution depth (esp. from diverse experience and skill sets). Existing knowledge Is democratized/commoditized and new knowledge is at a great premium If at all available
• People-first focus and multi-cultural and diversity-rich sensibilities (open to new ideas and ability to transcend administrative restrictions)
• Agility in reading market trends and timely investment in innovative capability improvements (it is an iterative process and its unreasonable to expect getting existing experts with 5/10+ years of experience for technologies which themselves are 1/2/3 years old). Improvements in existing capabilities are best made while executing assignments rather than separate investment.
*http://www.aleanjourney.com/2014/01/what-do-we-mean-by-true-north.html
Example: Challenges in Products industry
> Automations
> Flexibility/Interoperability == Acquisitions
> Operational excellence
> Visibility/Transparency in value/cost/waste
> Contract manufacturing
> Skills
SMART factory: Assembly line (Cobots, Robots, AI, IoT )
Electric and sustainability opportunities
Customer side: The connected traveler, autonomous vehicles and the digital enterprise/ecosystem
AIIT – Auto, Industrial, Infrastructure and Travel
https://www.accenture.com/t20160505T044104__w__/us-en/_acnmedia/PDF-16/Accenture-wef-Dti-Automotive-2016.pdf
