CAPGEMINI: LEADER IN IDC MARKETSCAPES
Capgemini announced that it has been positioned as a leader by market research firm
IDC for public sector consulting worldwide and
federal sector business consulting in the U.S.
In both IDC assessments, Capgemini was
cited as the most capable of all firms at directly improving clients’ overall performance
and at integrating risk awareness and solutions within other consulting engagements.
Douglas Charles, CEO of Capgemini Government Solutions says: ”Our strong leadership
positioning in government services by IDC
acknowledges the strategic insight, technical capabilities, and portfolio of public-sector
tailored solutions we deliver so that clients
can better serve constituents. We’re proud
to be recognized as the most capable consulting firm to improve client performance.
This claim is testament to our keen focus
on the core issues that governments face as
they meet new and more aggressive expectations.” According to the IDC MarketScape for
Worldwide Business Services for the Public
Sector 2013, “The public sector market continues to be one of the largest vertical industries worldwide for technology spending.”
CONWAY MACKENZIE WINS AWARD
Conway MacKenzie, a financial advisory firm in the
middle market, is proud to announce it has been
recognized as one of the nation’s Outstanding
Turnaround Firms for 2013 from Turnarounds &
Workouts, the leading industry publication. This is
the twelfth time Conway MacKenzie has been recognized by the publication. “We have established
extremely high standards at Conway MacKenzie
and are proud of the significant achievements
that our professionals accomplished throughout
the past year,” says Van Conway, CEO and President of Detroit based Conway MacKenzie. “To be
chosen as one of the Outstanding Turnaround
Firms for the 12th time is a noteworthy accomplishment and honor for me and the hardworking,
dedicated team at Conway MacKenzie.”
The survey also touched on what factors will be most important to
interns in advancing a career in the consulting profession.
Category killers here were: Individual Mentorship from Senior
Executives in the Workplace (66 percent); Professional Development
from Industry Associations (61 percent); and Peer-Networking
Opportunities (45 percent). Meanwhile, Advanced Degrees from
Higher Education Institutions only accounted for 21 percent.
Pajakowski says he also is not surprised by those findings. “A
vast majority of my learning and knowledge was learned on the job
or from talking to others in the organization rather than sitting in a
classroom or participating in a seminar,” he says. “People want to
have on-the-job experiences to help them build their skills. That’s
how we’ve designed our internship program.”
The Intern Challenge
The fist phase of the intern program is called the Intern Challenge.
The Intern Challenge is the first week of an eight-week program
designed to give students the foundation they need to be successful
not only in their internships with Protiviti, but also in their future
careers. Built around a series of business simulations, the program
also includes meetings and social activities with Protiviti’s leadership
team and small group discussions.
“There’s really no lecturing; they learn by doing, and they learn by
teaming with others,” Pajakowski says. “And they learn by interacting
with supervisors in a mentoring environment.”
That type of interaction is lived everyday at Protiviti. For those who are
offered positions, it won’t end with the Intern Challenge.
The Art of Improv
Managers at Protiviti are required to take improvisation classes as a
way to improve their listening and communication skills. In improv you
have to listen, you have to take that information and then communicate
it back with a solution. You have to build your response based on what
the other people have said before you,” Pajakowski says. And those
listening skills are key to being a successful consultant, he says.
“Because of the way this generation of consultants use social
media, and communicate non verbally with each other, one thing
I worry about is their listening skills. Do they have the listening
skills to be great consultants? Is listening becoming a lost art? If
you’re going to be a consultant, you have to listen,” he says. “We
try to reinforce those skills through the business simulations and
the training programs we offer.”
If the final survey results is any indication, the interns are listening.
A stunning 98 percent of them say their interest in a consulting
career either increased (68 percent) or is about the same (30 percent)
as it was before the internship. That result, says Pajakowski, is very
encouraging. “We’re clearly doing something right,” he says.