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»A Force in Consumer Banking
Banks have been stepping up their customer satisfaction game in recent years against the typical market forces at play. The pace of change has been head-spinning for an industry not well known for its swift response to customers.
»Time To Simplify and Get Organized (Well, At Least Your Cloud Services)
The practice of adding cloud services in silos and based on specific department needs often results in overlapping and many different contracts with the same vendors.
»Riding the Waves of Healthcare Risk
The modern healthcare system is much like the ocean—stormy, choppy, and hostile at times, soothing, calm and inviting at others. For surfers, the more waves you go for, the more you will catch, and the more likely you’ll “wipe-out.”
»The Department of Defense Wants a New Mantra
“Do more with less.” It’s become a tired refrain that U.S. Department of Defense leadership is all too familiar with hearing from all directions, whether it is their direct superiors, Congress, or the Executive.
»Things Go Wrong
Things go wrong. Anyone who plays poker knows this. One moment you’re on the verge of a royal flush, and the next, you pull a six of diamonds, and you’re called. Things do indeed go wrong.
»The Next Big Thing
Consultants are always looking for the next big thing, the innovation that will see clients storming through their gates, bypassing pesky procurement departments, and writing blank checks for the magic mousetrap that whitens and brightens and cleans windows, too.
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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.
»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.
»FAA: ‘Staffing Challenges’ Causing Delays
In case you haven’t noticed, non-weather related delays at U.S. airports are on the rise. (And I know you’ve noticed that weather-related delays are definitely on the rise.)
»Hilton’s Building Boom
Coming off a whirlwind 2012, Hilton Worldwide is the fastest growing global hospitality company by number of rooms.
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»Q&A: Keeping It Simple
BCG’s Six Simple Rules sets out to simplify some organizational complexity.
»Review: Leading the Life You Want
It seems that everyone has an opinion on work/life balance these days, but Stewart D. Friedman’s Leading the Life You Want isn’t necessarily one of them.
»Review: The Culture Map
Globalization led to the rapid connection of internationally based employees from all levels of multinational companies, and now those same employees are expected to collaborate with colleagues scattered all over the world.
»Review: Twitter is Not a Strategy
Today’s digital frenzy has led many to declare that advertising is dead… or at least dying. Is it?
»Excerpt: Procurement as Productivity
The following is an excerpt from the book Procurement 20/20: Supply Entrepreneurship in a Changing World by a quartet of McKinsey & Company consultants—Peter Spiller, Nicolas Reinecke, Drew Ungerman and Henrique Teixera.
»Review: The Risk-Driven Business Model
Most companies focus their innovation on new products.
»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.