Consulting® JANUARY 2016 11
MANAGING DIRECTOR AND SBU HEAD OF BUSINESS CONSULTING
tion, talent, and leadership. Innovation is the No. 1 area of investment
for Deloitte in the US. firm-wide
we’re going to double our spend in
innovation over the next three years.
We’re investing in things that drive
the digital economy like wearables,
artificial intelligence, cognitive technology, cyber security and data analytics. Digital in particular is an increasingly critical issue for clients.
With our Deloitte Digital practice,
we’re helping clients better engage
with customers and employees.
CONSULTING: What signs are you
seeing that suggest an increase or
decrease in demand?
FOUTTY: We are definitely seeing an
increase in demand and clients are
looking for a wider variety of offer-
ings than ever before. Digital, strat-
egy and leadership consulting are
some of the major drivers of demand
and we’ve acquired nearly a doz-
en organizations over the past three
years to bolster our capabilities and
intellectual capital in these areas. We
are also seeing an uptick in clients
seeking help around social impact—
they increasingly see the value in
helping to solve the world’s most
pressing societal problems.
CONSULTING: What do you see as the
FOUTTY: We’re at the forefront of helping our clients understand the shifts
that are happening within and across
we have a critical role in helping our
clients get ahead of change. Traditional industry incumbents may need
to collaborate with the very competitors who are disrupting their business. Businesses that are able to see
and respond to this shift are going to
be best positioned.
CONSULTING: As we close out 2015,
where is your ;rm today?
ELSENBROOK: Alvarez & Marsal
(A&M) experienced our most successful year ever. We hit the $1 billion mark and grew the top line 14
percent. Currently, A&M has 2900
employees in over 45 offices across
18 countries and four continents.
This year, we saw strong performances from many of our business
units. Our corporate performance
improvement practice experienced
their best year ever fueled partially
by our growing corporate transformation practice. In the energy sector, we experienced a great demand
for our restructuring services.
CONSULTING: How would you describe
your ;rm’s outlook for 2016?
ELSENBROOK: We have a positive
outlook for 2016 and expect to
again deliver double-digit growth
and will continue our commitment
to delivering value to our clients and
to hiring the best talent available to
cultivate those relationships. While
the landscape is changing for many
industries, we expect that continued
M&A activity will fuel our Corpo-
rate Performance Improvement and
Private Equity business lines. Sec-
ond, a rise in corporate defaults will
drive growth in our restructuring
business. Third, a combination of
low GDP growth and tension from
activist investors will put pressure
on corporate executives to improve
their company’s financial and op-
erational performance in an urgent
CONSULTING: How do you see the
profession evolving in 2016?
ELSENBROOK: The evolution of con-
sulting demands for results that cre-
ate value. Ideas for improvement
are good, but an idea that fails to be
implemented is not worth much. It
is a seamless execution that creates
the value. A&M is the execution
firm that solves complex problems.
I believe the market will continue to
demand demonstrable results from
consultants, and the market is mov-
ing towards expecting the caliber of
results that we deliver.
CONSULTING: What do you see as the
biggest opportunities in 2016?
ELSENBROOK: Most companies will
have to make significant improvements to create value in this low-growth environment. Business as
usual is unfortunately not good
enough. A&M’s corporate transformation group combines the best
of our restructuring and consulting expertise to transform global
companies at faster rates than most
thought possible. Traditional consulting firms are typically too polite
with management to bring about
change of this magnitude.