EnergyBreakoutSessionResultsOil&GasAnumberoftoolshavebeendevelopedintheUSthatneedtobemoreeffectivelyleveragedoff-shore:I.PerformanceMeasurementII.BenchmarkingAnumberoflarge-scaleengagementshaveprovidetheplatformforleverageonprojectsoff-shore:I.Activity-BasedCostingII.ReengineeringIII.PerformanceMeasurementIV.SystemsDynamicsV.SegmentRestructuringCriticalActionSteps:1.Summarizetoolsandengagementexperiences2.Putthattoolandengagementexperienceon-line3.Updateitregularly4.Getcommittmentfromequitypartnersoninvestmentrequiredtopopulate,updateandmonitorourknowledgesharingtools.Quoteoftheday:“Weneedtodotheaboveifwewishtobearealconsultingfirm.”ElectricUtilityIndustryStrengths/WeaknessesGoodgrowthsofar.ButpaceofgrowthlagswaybehindAC.Differentderegulationscenariosrequiredifferentconsultingservices:Scenario1(improvedregulation):Costallocation,MIS,performanceevaluationScenario2(Wholesalewheeling):Restructuringalternatives,processimprovementandmarginalcostingtoolsScenario3(limitedretailcompetition):Transformation,customermanagementprograms,revenueenhancementScenario4(fullretailcompetition):ABCbyclientsegment,criticalprocessABM,marketingdevelopmentStronginscenarios1&2.Problemsinscenarios3and4.-Don’tmarshalresourcesneededtoservecategory3clients-Distinctivenessofutilities.Hardtogetskillstocrosstheindustryborder.-Needforcommunicationtointernalpersonnelofchallenges,rewardsoftheindustry-Missopportunitiestoleverageexpertisegainedinotherindustries;e.g.,telecomCan’tdostrategyforeveryutility.Needtochooselong-termpartners.Needstongresearchback-upforscenario3and4services.NeedtoleverageexpertisefromeitherotherindustriesorotherregionsNeedforknowledge-sharingenhancementsOfferchangemanagementasaleadproductRoleofIT.Majoropportunities.Lotsofworkavailableinpackageimplementation.Needtotargettransformationprospects...onesthatwillbearoundforthelonghaul.PracticeAgendaAny5-yrvisionofwherewe’regoingtobe?Howdoweavoidbeingsqueezedout?Dowewantaniche?Notclearthatthereisasustainablenichethatdoesnotencompassstrategy.Let’sjustbuyMcKinsey.Linkofficesofbuyerclientswithofficesofsellerclientswheninternationaltransactionsarebeingpursued.Indentifywhatwe’dbedoingasamajorplayerin5yrs.What’sneededtogetthere?Buildindustry-specificcompetencycenters.Assignintermediateknowledgedepots,mediatingbetweencompetencycentersandlocaloffices.Publicizeproductchampions,towhompeoplecanturnforqualifications,guidance.Addressredundancy&whitespacebetweenoffices.Coordinatetheexpertisewehire.Makesuretheknowledgebaseincludesindividualquals.Industryskillsarevital.Weneedtosharethemacrossoffices.Needformoremeetingsoftheutilityconsultingteam--perhapssetupworkingcommitteestoaddresspracticeissues.
