Trends in Strategic Consulting in the Face of Globalization

Giorgio Rossi Cairo

doi:10.4468/2007.1.02rossicairo

Abstract

The competitive context in which companies operate has changed with increasing globalization which continues to have an impact. The market-driven companies, with a superior ability to understand the markets and attract and retain its high-value customers, must take account of the stepping up of competitive pressure. In this competitive context, strategic consulting companies have an even more important role to play, because they can contribute a constant stimulus towards change and the search for excellence.

Highlights

The extraordinary growth of Private Equity over the use last ten years has led to this capital market sector becoming a fully-fledged industry with specific operational skills, methodologies and capabilities
The relationship between consultants and Private Equity will grow in terms of quantity and quality, becoming steadily closer and more profitable whilst shared professional skills and capabilities will be increasingly respected
Private Equity nowadays relies to a great extent on different types of consultancy firms, so much so that in many cases consultancy services have created specific teams within their organisations dedicated to this type of client and to their particular needs in terms of contents and timeframes

Summary

Private Equity Management

The extraordinary growth of Private Equity over the use last ten years has led to this capital market sector becoming a fully-fledged industry with specific operational skills, methodologies and capabilities. Private Equity nowadays relies to a great extent on different types of consultancy firms, so much so that in many cases consultancy services have created specific teams within their organisations dedicated to this type of client and to their particular needs in terms of contents and timeframes. The fact that these skills and professional experiences are often interlinked has led many professionals to migrate from consultancy to Private Equity and, in certain cases even to launch Private Equity initiatives, with some consultancy firms, usually strategic consultancy firms, raising their own funds. My intention in this article is to provide an in-depth analysis of the relationship between Private Equity operators and consultants, focusing on strategic and management consultants, and attempting to highlight both positive aspects and critical issues

Consultancy Services Demand from Private Equity

Conclusions