Financial Consulting Series

• Financial Consulting Market Index 2013: Quarter 1
  For 2013, the important sea change in demand for Financial Consulting has been the intensifying move away from services in the recession-proof and neutral segments — and toward services focused on the changing economic situation. In fact, Kennedy analysts portend that Financial Consulting will remain the largest consulting service line in the financial services industry throughout the forecast period. Now, get the data behind the trends with exclusive research on Financial Consulting market sizing, consulting spending and more — with additional emphasis on the crisis & recovery consulting and transaction advisory services (TAS) segments in this timely quarterly release. The study also includes detailed growth forecasts and market share numbers, plus rankings of the 20 largest Financial Consulting providers.
• Financial Consulting Index 2012
  Although financial consulting overall is growing more slowly than the other service lines, it is expected to outperform general economic growth even in rapidly growing emerging markets. Now, for the hard data behind the broad strokes, look to Kennedy’s exclusive new study on financial consulting markets worldwide. Financial Consulting Index also includes market size and growth forecasts across consulting segment, geographic region, and client industry, plus rankings of the largest financial consulting providers by revenue and market share.
• Change Management Consulting Market
  No longer relegated to end of project, “nice to have” status, Change Management is not only getting its due diligence, it’s becoming a worldwide movement. This new level of executive commitment to a culture of change and organizational agility spells opportunity for clients and consultants alike. Kennedy’s timely new report leads the way, clearly illustrating the leading Change Management consulting firms’ core competencies, strengths and weaknesses, while providing detailed analysis across consulting client industries, key geographic regions, and the four major Change Management consulting segments.
• Global Consulting Index 2012
  Despite ongoing turmoil in the global economy, recent relative stability gave corporate leaders the confidence to invest in future growth, yielding the highest growth rates in consulting spending since the Great Recession began. Now, with Kennedy analysts seeing robust activity across service lines in both mature and emerging markets, uncover the hard data behind the big picture with exclusive research on Global consulting market size and growth forecasts by service line, geographic region, and client industry; key market share and consulting spending numbers; and rankings of the largest consulting practices in each service segment by revenue and market share.
• Supply Chain Risk Management Consulting
  Supply Chain Risk Management’s time as a niche offering has passed, and its entry into mainstream consulting has clearly arrived — with firms of all sizes upping their game in this arena. In fact, thanks to a quick succession of risk events between 2008 and 2011, the C-suite has taken notice and risk with a capital ‘R’ has become a core element of supply chain management. Kennedy’s timely new report clearly illustrates the top-rated firms’ risk capabilities, while providing exclusive intelligence, case studies, and in-depth analysis across key geographic regions, client vertical industry, and the specific Supply Chain Risk Management consulting segments of: risk specialists; technology specialists; supply chain specialists; operations management; and multi-service.
• Fees in Financial Consulting 2012: Data and Trends
  Clients are carefully weighing options before making commitments. This forces consultants to offer more up front before seeing a return, a practice that results in higher discounted rates and shorter, more specific assignments, often with rapid ROIs.
• Utilization in Financial Consulting 2012: Data, Trends and Projections
  Interestingly, the overall utilization rates are somewhat lower for large FC firms than small firms across all positions — in part because larger practices are usually accounting networks or firms with an accounting background that move their consultants to non-consulting engagements when consulting work dries up.