This project was for one of the “big four” accountancy firms. Amongst the world’s biggest companies, they earn revenue in excess of $14billion and have a presence in over one hundred countries. To date success had been ensured by their dominance of the audit needs of leading companies. However, regulatory pressure resulting from the Andersen debacle caused a rupture between the audit and advisory business, creating a need to go to market in a new way. The project consulted clients and leaders in a number of the network’s countries before creating a detailed set of recommendations on market effectiveness. These focussed on the value chain of the network, identifying what was best done at local and international level. It included recommendations around client account management, brand development, industry communication programmes and organisational change.

Five leading firms dominate international high-end executive search. This project was for one of the better known. At the time, the firm was structured around its geographic offices, which had been the origin of its growth and success. As a result it dealt exclusively with board members and leading specialists around the world. But the market had changed. Like other professional services firms, the partners found that clients tended to come back to search consultants who had expertise in their industry sector. Also, as searches became increasingly international, clients valued search consultants who knew their industry sector (and key individuals within it) more than a local geography. So they naturally grew specialists in certain industry sectors such as 'investment banking', 'technology' and 'consumer products'.

Debate grew within the firm about how to prioritise opportunities and where to invest. How should the firm decide whether 'global telecommunications' had more potential then, say 'consumer products' or geographies such as the newly liberated Easter European markets? Where should the leadership team invest partners, staff and marketing programmes? What was the mechanism by which scarce resources would be allocated?

The project included client interviews and analysis of their views to prioritise results. The GE/McKinsey matrix tool was used to structure thinking of the sector leaders. In debate, practices were scored and ranked. Investment in partners and resources for each industry was then agreed around the consensus that emerged.

The client was one of the world’s oldest international network operators. The new CEO was growing a global brand through acquisition and natural growth. The project was to write the firm’s first ever global strategic marketing plan. The analysis was based on customer research and field trips to local companies. The final plan covered the full spectrum of the company’s activities from brand development and new service creation to sales and communication programmes.

This client was one of the world’s leading manufacturers of telecommunications equipment, based in over 140 countries. The company launched a major initiative to begin selling services in addition to products. It was concerned to educate its senior mangers on the very different processes and techniques involved in running a service business. Laurie teamed up with Cranfield University to design a development programme for all its top managers. The programme included sessions around strategic considerations, selling service, marketing service and service operations.

This project was for the European branch of one of the world’s leading credit card companies. The company issued a brief for a new service that it envisaged. The project took the service through the first development “gates” in their design process, concept testing the new service and producing a fully costed business plan.