of the top financial institutions in the United States. The
center supports CG’s delivery of solutions at a compelling
value for our clients. In 2014, the center will be a key asset
in providing scalable delivery solutions to our client’s
most challenging execution issues.
• Hiring the Best: CG will remain very active in the
recruiting and talent acquisition market. We will continue
to fill out our consulting ranks from across the country.
CG is focused on expanding its geographic footprint to
increase local presence for our clients and decrease the
road warrior impact of the consulting lifestyle.
• Wealth Management & Capital Markets: For the last
two years, CG’s business in wealth management has
shown significant growth, 50 percent. CG will continue
to invest in talent in that area and increase focus on
capital market opportunities.
Q: What do you see as the biggest challenges in 2014?
A: At CG, we’re seeing two trends that will challenge
our firm in 2014. First is a tightening in the talent
market. CG will overcome this challenge with a “build
and buy” strategy. The second trend which we’ve seen
in the market is the continual pressures to categorize
and commoditize professional services spend in the
financial sector. Many firms today, CG included,
provide a wide range of services.
Q: What do you see as the biggest
opportunities for the firm in 2014?
A: As our clients make the transition
to be more data-intensive, experience-based enterprises, there’s a technology
component to that change, but there’s
also massive organizational and
cultural transformation required.
People have to get comfortable
trusting the data; they have to get
comfortable sharing and operating in
an organizational setting that’s more
fluid and transparent than what they
might be used to.
I believe a design point for
competitive advantage in that world
is going to be the willingness to
open up to external influences—and
seriously integrate them throughout
the enterprise, all the way to strategic
planning. Then, at the level of the
front-end model of engagement, the
newest technologies—social media,
mobility, analytics and cloud—create
very rapid-cycle evolutions in how
people, businesses and governments
interact. That’s today. What’s the
next vital innovation going to be— 12
months from now? Or in two years, or
five? That’s a very important question
in a period of this kind of change.
Q: What, if anything, surprised you
about the year?
A: The real surprise was that
everything we believed would happen,
happened, but it all took shape even
faster than most people predicted.
The rise of a business agenda led by
data and the technologies to exploit
it—social and mobile engagement,
analytic insight, and cloud delivery
of services—isn’t just a category of
transformation and value, it’s the
dominant set of client priorities. And
their agenda is all about unlocking
possibilities that were unimaginable
just a few years ago. The proliferation
of mobile and smart devices
transforms the way people consume
and share information, creating one
kind of opportunity; cloud is going
to become the delivery platform for
all manner of services, not just a new
way to provision computing.
On the other side of the coin,
business leaders recognize that
massively available volumes of data
and the ability to use it doesn’t just
allow them to create deeper and more
personalized engagement with their
customers; it’s also going to drive
fundamental changes to all the core
processes of the enterprise. So, in
effect, we’ve reached a tipping point.
For a long time, this industry has
talked about information technology
in support of business strategy. This
is different. This is information
technology as business strategy.