Remove 2004 Remove Finance Remove Interviews Remove Marketing
article thumbnail

Infosys Consulting Interviews & Culture

Management Consulted

Birthed in 2004 as a spin-off of Indian tech outsourcing behemoth Infosys Technologies, Infosys Consulting is quickly climbing the charts as an industry leader in IT Operations and Strategy consulting. Finance and Controlling Processes. Digital Marketing. INFOSYS CONSULTING. INFOSYS CONSULTING KEY STATS. Transformation Strategy.

article thumbnail

BearingPoint Interview Preparation – Mystery or History?

Management Consulted

BearingPoint Interview and Culture. Preparing for a BearingPoint interview? On February 8th, 2001, KPMG Consulting, LLC, went public on the NASDAQ starting at $18 per share under the ticker “KCIN” Their IPO was 6 months delayed due to the quickly declining high-tech consulting services market. Capital Markets.

Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

IBM Consulting Interviews: Navigating the IBM GBS Maze

Management Consulted

As the next installment in our popular Firm Profile series, we take a look at the evolution, reinvention, and current interview tactics of one of the world’s premier consulting firms – IBM. 2004 was the next major shift towards a services focus for IBM. Finance Risk. Marketing Sales & Service. Automotive.

IBM GBS 203
article thumbnail

Lots of Companies Still Have No Senior Executives Who Are Women

Harvard Business

Since 2004, the global tax, auditing, and advisory firm Grant Thornton has surveyed people around the globe — this year it interviewed more than 5,000 people from 36 countries — to track the progress women are (or are not) making into senior leadership roles in their companies. That hasn’t happened. Methodology.

Company 30
article thumbnail

Serving on Boards Helps Executives Get Promoted

Harvard Business

More than 25 years ago, William Sahlman wrote the HBR article “Why Sane People Shouldn’t Serve on Public Boards,” in which he compared serving on a board to driving without a seatbelt, that it was just too risky—to their time, reputations, and finances—for too little reward. ” Similarly, Sempra CEO Debra L.

article thumbnail

Why Are Mules Stubborn? Why Can't Blind Jackasses See?

MishTalk

One is on Japan, one the US, and one on emerging markets with various overlaps in between. The debts of non-financial firms in emerging market economies quadrupled, from $4tn (£2.6tn) in 2004 to well over $18tn in 2014, according to the IMF’s twice-yearly Global Financial Stability Report. Let's start with Japan. Obama's Model.

Banking 28
article thumbnail

The Real Reasons Companies Are So Focused on the Short Term

Harvard Business

This has been a remarkable year for the markets. From 1970 to 2004, the percentage of CEOs hired from outside the firm increased from 12% to 39%. A recurring theme in those interviews was bemoaning major changes in R&D strategy that occurred as a consequence of new, often outside, leadership. .” MirageC/Getty Images.

Company 28