The market
The global turnover generated by international management consulting companies is estimated by Ibisworld in 2011 at 313 billion dollars, excluding information technology and computer consulting services. There are around one million consulting companies worldwide with a total of 2.6 million employees, which proves that the market is dominated by the self -employed. Although consultation income has increased for decades, the market has deteriorated since 2009. The income of this sector decreased by 2.6 % in 2009 and by 3.5 % in 2010. It is an area that has a high need for human resources, with lower investment expenses than those of the workforce, with a ratio of 1 for 15. The 55 largest council companies in the United Kingdom represent a turnover $ 11 billion and employ 80,000 consultants. The council is vast and diversified with specialties such as cloud services, customer relations management, intelligent network, sustainable development, global delivery, innovation management, mergers and acquisitions to name than a few. The largest companies are known brands like McKinsey with 15,600 employees, The Boston Consulting Group with 6,000 employees, Bain & Company with 4,000 employees, Deloitte with 15,000 professionals and Booz & Company with 3,200 employees. Accenture surpasses them all with 186,000 employees and a turnover of more than $ 25 billion. Roland Berger (Germany) is one of the few European consulting firms. Berger began its activities in Munich, extended to 36 countries and is 100 % owned by its 240 partners.
Innovation
The Adline accenture "a billion savings to Unilever - delivered" symbolizes the crisis that the world is confronted and the standard solution proposed: to reduce costs at all costs. After more than three decades of cost reduction strategies and labor economics, built on the notion of core business and its basic philosophy of competence, consulting societies represent one of the main forces that Maintain cases in general and large multinationals in particular in this shackles of continuation of growth, where the cash flows are king and the MBA dominate. The Council industry embodies the economic model which measures success by financial results and market share, by deploying strategies to achieve economies of scale, by outsourcing, management of the supply chain, Distribution centers, mergers and acquisitions, in order to allow companies to support competition in a global economy. This economic model was probably the best after the Second World War, allowing societies to rebuild devastated communities. Today, this model is unable to ensure competitiveness and certainly fails to empower management and employees to take up key challenges such as strengthening our ability to meet basic needs with what we have and to fight against Chronic unemployment of young people by creating value. I have never accepted a job, and thanks to the time and the commitment of dozens of mentors, an economic model appeared in my mind which makes it possible to create local growth in purchasing power and the quality of life in Deploying the multiplier effects created by clusters of innovations described in the blue economy. Economist by training, holder of an MBA of INSEAD and an entrepreneurial journey, I know that the classical training provided by business schools and experience in management do not prepare us for the challenges to which we are confronted. I know that the typical advisory services offered today are not and cannot orient companies to social and sustainable models. If they don't do it, who will do it? We need a new economic model that generates a multiplier effect in the local economy by reducing fundraising and generating multiple advantages, including financial, so that the increase in monetary flows is offset by the production of Local products capable of being competitive on the global market, not because it is the cheapest, but because these products produce several incomes that make them insensitive to global fluctuations. As the production of the blue economy is mainly based on available local resources, this "blue growth" does not exhaust raw materials and limited energy. On the contrary, it has the capacity to restore and strengthen both the economy and the ecosystem while creating jobs and developing share capital. This "blue growth" allows good to be cheap and the essential (the common good) of being free.
The first cash flow
The 99 cases that have been described on the Internet forum will be prosecuted, updated and in -depth thanks to and my personal Twitter @MyBlueeconomy. These electronic items as well as the 100 cases described in my report to the Rome club offer an inspiration platform based on the detailed report of singular actions. These case studies describe the components of the new development economy. It is now time to close these isolated descriptions of nearly 200 cases. The time has come to ensure a wider implementation platform to accelerate this new economy. This is the case here 100. The key question is how you, the reader, were able to participate in this process. After careful thinking and several regional tests, I developed a methodology entitled "Scan, Screen and Implement" (scan, filter and implement). Based on my three decades of research of new business models, I learned to guide teams through practical experiences of understanding local conditions, listening to challenges, asset analysis and costs, valuation of people, wishing to go beyond what is obvious. This structured process leads to a detailed portfolio of opportunities - all blue opportunities that imply that everything is at the forefront of progress and sustainable. Each potential enterprise is based on what has been done elsewhere. A support science is available, and in case of doubt, field visits will demonstrate technical and financial aspects, as well as a pragmatic overview of the way of adapting proven business models to local conditions . The analysis exercise reveals a rich set of opportunities, beyond sole proprietorship. It presents results groups that strengthen each other without any need for subsidies, which have never been considered viable in the classic growth model such as regeneration of biodiversity, the restoration of hydrological cycles, the reconstruction of surface area , the supply of social housing, the introduction of organic farming, the creation of added value, employment and social capital while improving competitiveness. Each regional case, which can cover a province, a port, a mining installation, an island or a large multinational, gives an overview of the mosaic of possibilities of generating multiple advantages, from the income statement and the operations of the balance sheet, Like conversion of existing costs to income, the resumption of investment provisions, a spectacular increase in the value of assets and much more. When exposed to this emerging portfolio of opportunities, it is not difficult to be overwhelmed. Consequently, we identify all opportunities, clarify the impact, in particular the synergies between the proposals, then carry out a screening exercise. During this second phase of discovery and confrontation with reality, we are looking for minimal winning coalitions, large partnerships and common understanding that unite the forces of all stakeholders around three to five priority initiatives. This preselection list will become the precursor, leading the region or the organization to a new level of competitiveness. Today, since the initial analysis exercise has revealed a large number of potential interconnections, the launch of some initiatives does not reject other opportunities, but rather prepares the way, and then facilitates the implementation of A complete portfolio of projects, while ensuring a change in the perception and evaluation which allows new projects to see the light of day thereafter. Once we have reached a consensus on the starter portfolio, we focus on the implementation. The accelerated process aimed at offering short -term deliverable products as well as long -term clarity creates the conditions for this new economic model. This may require a change in the rules of the game, a change in the critical success factors, completing the old with the new one. However, the main objective is to help staff and managers in place to move forward and to obtain results. If we need the entrepreneurs to take us further than what we imagined, we must also inspire the institutions established to go beyond what is obvious. The complete "scan, screen & implement" process should not take more than six months. We are well aware that we are facing a generation of economists and managers, financiers and consultants who have been trained to think traditionally, deploy the supply chain in search of savings at all costs (socially), Encourage companies to do more and, at best, reduce the negative impact of this development. In the context of the current crisis, where a greater share of the same thing - or less of the same thing - does not open the way to the future, we create opportunities to create a new favorable environment. This is why I want to inspire a new generation of consultants exposed to methodologies which reveal multiple advantages for all the parties concerned.
The opportunity
In order to allow entrepreneurs to start "the next consultation", we create a series of short -term training programs around the world, generally for a period of two weeks. The first three days will be an intensive immersion led by myself, followed by a program with a carefully selected team which immediately leads people committed to focus on concrete initiatives. We will choose with the organizers of each program the theme which is most relevant for this region. The objective is to cover a wide range of subjects, including food and agriculture, construction and health, energy and electronics, metals and mines, as well as horizontal subjects such as industrial conversion , self -sufficiency in energy and water, technology and competitiveness. These programs will start in December 2012 and will continue until September 2013, the objective being to train around 1,000 people worldwide. Each of them must become a professional consultant or coach and be part of a team, guiding the others to a large -scale implementation. The details of the training will be published on and, and specific invitations will be sent by Twitter and LinkedIn. These training initiatives are organized in partnership with recognized educational establishments that have already worked with us. The objective is not the training in itself, the goal is to create local design offices that will provide the "Scan, Screen & Implement" service portfolio based on the blue economy, and will offer a series Competitively adjacent services. The creation of a network of regional council companies capable of offering the "Scan, Screen & Implementation" in a local language has already started. Local partnerships established will ensure the translation of actions analyzes by teams trained and capable of advancing this process without counting on me. At the same time, the blue economy platform will ensure a central point for the exchange of experiences and ideas. The Zeri network benefits from solid and established relationships with more than a decade of experience, we plan that most team members will have created their operations by the end of 2013 to create a consortium of consulting firms on four continents. Preparations are on the right track to set up consultant offices in Europe (Belgium, Italy and Hungary), Latin America (Colombia, Brazil and Mexico), Africa (South Africa and Ghana) and Australasia (India, China, Japan and Australia). This last case of the formal series 100 therefore ends with an appeal to individuals, who followed the blue economy, to existing institutions, including the established design offices, to academic organizations to join their forces and create partnerships. This will ensure that the richness of information integrated into the open source publications of "The Blue Economy" will provide the advice, supervision and leadership necessary to accelerate these innovative models and achieve the change that we would all like to see.
