Corporate Cockpit Impact on Management Consulting

Due to their revolutionary nature and the global demand, CCTT will radically restructure the global market for management consulting services:

1.        Demand for management consulting services will skyrocket. This quantum leap in demand will be driven primarily by businesses, for whom deployment of CCTT is a matter of life or death. If they do not deploy CCTT and make a quantum leap in aggregate corporate performance, they will be either acquired by their rivals that will or simply put out of business – due to an upcoming inevitable enormous productivity gap. As usual, businesses will be followed by government entities - at federal, state/provincial and local levels, NGO/NCO, academic institutions and other categories of organizations.

2.        Revenues and profits of management consulting companies will skyrocket accordingly driven by a quantum leap in corporate demand for their services. Even very large organization have neither human resources nor expertize to conduct CBA or SCR; therefore, they will always outsource this project to an outside specialist – a full-service management consulting company.

3.        As we stated above, CCTT are a natural monopoly in the area of corporate management technologies. Therefore, to capitalize on these money-making opportunities, all management consulting companies will have to use CCTT as the foundation for their products and services.

4.        Client companies will form strategic partnerships with strategic management consulting companies (one-stop-shops) capable of providing comprehensive ‘quantum leap’ solutions. In fact, all ‘quantum leap’ corporate performance maximization projects (CBA/SCR) will be outsources to outside professionals

5.        Full-service management consultants will subcontract parts of comprehensive corporate performance maximization projects to specialized (‘niche’ consulting companies). Naturally, to stay in business, these niche players will have to use corporate cockpit tools & technologies in performing their services.

6.        As successful quantum leap (CBA/SCR) consulting projects require deployment corporate cockpit software solutions, management consulting companies will merge with systems integrators offering Sophie-based software/information technology solutions. Or develop Sophie-deployment capabilities themselves. For all practical purposes, it will mean that ‘pure’ management consulting industry will cease to exist. Instead, it will be merged with a part of systems integration industry.

7.        Radical restructuring of an industry caused by introduction of radically new products and technologies inevitable results in a significant consolidation of the industry in question. Therefore, we will inevitably see a lot of M&A in the management consulting industry – both domestic and cross-border. Both vertical – with strategic management consulting (SMC) powerhouses acquiring specialized (‘niche’) consulting companies and horizontal – with larger and stronger SMC acquiring smaller and weaker ones.

8.        CCTT are not set in stone. Instead, they are rather like a living organism and thus must be constantly evolving and improving. Which requires acquisition and analysis of extensive used feedback and joint activities of all CCTT stakeholders – users (corporate managers and professionals, entrepreneurs, investors, management consultants, systems integrators, software vendors, management instructors, etc.). The best framework for such activities is a non-profit foundation – Corporate Cockpit Collaborative (CCCol) described in more detail above.