The Indian consulting market in 2013

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Juniper Wiggins
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1 EXTRACT Consulting Market ProgramME The Indian consulting market in 2013 Including market sizing data, growth rates, current market trends and forecasts

2 Contents Executive Summary 3 Methodology 4 Contributors 5 Introduction 6 Sectors 9 Financial services 10 Manufacturing 12 Energy and resources 14 Retail and services 16 Technology, media and telecoms 18 Publicly-funded organisations 20 Healthcare, pharma and biotech 22 Services 24 Technology 25 Strategy 28 Operational improvement 30 Financial management and risk 33 Marketing and selling 35 HR and change management 37 Programme management 39 Opportunities for growth 41 Barriers to growth 44 The competitive landscape 48 2

3 Executive Summary After a period of rapid expansion, the Indian economy has been cooling of late, though its 5% GDP growth in 2012 would still make India the envy of many Western nations. India s consulting market grew a similarly modest 4% to a value of just over $1.5bn. One factor contributing to the sluggish economy is a government decision-making hiatus in the run-up to the 2014 general election. The economy is widely expected to improve following the election, but discernable progress is unlikely before late next year. The economic slowdown has in some ways become an important driver of demand in India s consulting market as clients seek help both increasing revenue and improving efficiency. Digitisation is at least as important in India as it is elsewhere, though it s happening a little differently. Specifically, we see opportunities around helping businesses make the most of mobile platforms as more Indians access the internet on their mobiles than on computers. Small and family-owned businesses are becoming increasingly important buyers of consulting services as a new breed of young, highly-educated business people rise in the ranks and are eager to take their businesses to the global stage. On the down side, consulting firms report they are struggling with the high cost of talent. India s sophisticated young professionals are putting a high price on their labour, while experienced consultants to fill out the senior ranks are not only expensive but difficult to find. These salary costs are adding to the pressure in India s value-for-money culture where clients are demanding a great deal from consultants and expecting to pay a comparatively low price. Still, when Indian consultants are asked to name their greatest concerns, managing rapid growth is near the top of the list, suggesting the outlook for consulting in India is rather bright after all. 3

4 Methodology This report is based on gathering primary data from consulting firms: Our definition of management consulting includes a broad range of business advisory services, but excludes: tax advisory; audit; the implementation of IT systems; the delivery of outsourced/offshored services; and HR compensation/ benefits administration and technology. Where mergers and acquisitions work is concerned, consulting on deals is included (under strategy), but corporate finance fees on deals themselves are generally not included although it is not always straightforward to separate the two. The quantitative data contained in this report focuses on consulting done by mid-sized and large-sized consulting firms (those with more than 50 consultants) and typically includes work they have carried out for mid- and large-sized clients. It therefore reflects the addressable market for the majority of mid- and large-sized consulting firms, as most would not seek or be able to compete with very small firms and/or freelance consultants. We should emphasise that there are no standard sources of definitions of data within geographies let alone between them. We are, however, confident that the richness of our qualitative data, combined with Source s unparalleled industry expertise, means that our analysis fairly and accurately reflects the state of the market. We interviewed 16 very senior (typically the most senior person in their country) consultants from most of the leading consulting firms in the region and many smaller regional and local specialists. Our model (which we use to size the industry and its growth rates) is based on data from 50 consulting firms. 4

5 Contributors We are extremely grateful to all the people we spoke to for making this report possible. Below is a list of the individuals that have contributed from consulting firms (all clients and some consultants remain anonymous). Name Firm Job title Adrian Edwards ey emeia Advisory Markets Leader Ambarish Dasgupta KPMg national Management Consulting Leader Arvind Bajaj atos Consulting global Head of IT Consulting Deepak Sharma kanvic Partner & co-founder Gaurav Lahiri Hay Group Managing Director Mike Surface PwC executive Director Muralidhara Honnur Wipro Consulting Services general Manager Natarajan Radhakrishnan Capgemini Consulting senior Vice President & India CEO Neil Ramchandran Capco Managing Partner & CEO for Capco India Pradeep Bavadekar Mitcon Managing Director Rajeev Vijay CH2MHILL Director, Halcrow (a CH2MHILL company) Rajinder Singh solving Efeso Vice President Roopen Roy Deloitte India Consulting Leader for Deloitte Srivatsan Rajan Bain & Company Managing Director Dr. Wilfried Aulbur roland Berger Strategy Consultants Managing Partner 5

6 There are a huge number of consultants, mostly small start-ups and individuals who come out of other careers to start in consulting. Such firms are often very niche; people are really treating consulting as an alternative to good jobs in other organisations. When I originally left my job to become a consultant, people wondered why I did it, but that s changing now; everywhere I go, I come across small firms and freelancers. I had thought that people would join together to form small consulting groups, but they re still going solo because they re making plenty of money doing that. Something for everyone Yet, whatever the firm s size from Big Four to midsize firms, all the way down to the lone independent contractor it seems the Indian market still offers plenty of work to go around. With a market still growing despite the economic slowdown, it s a situation that looks set to endure. And that has got to be good news for everyone. Rajinder Singh, Solving Efeso 49

7 Powered by TCPDF ( Source Information Services Ltd and its agents have used their best efforts in collecting the information published in this report. Source Information Services Ltd does not assume, and hereby disclaims, any liability for any loss or damage caused by errors or omissions in this report, whether such errors or omissions result from negligence, accident or other causes. Notice: Except under the licence detailed on page 2, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electrical or mechanical, without the prior written permission of Source Information Services Ltd. This document is protected by copyright law. Except under the licence detailed on page 2, it is illegal to copy, fax or any of the contents of this document even for internal use without permission. 288 Bishopsgate London EC2M 4QP Tel: +44 (0) PO Box Dubai United Arab Emirates Tel: +971 (0) info@sourceforconsulting.com

Part 5: The interface between technology and management consulting

EXTRACT STRATEGIC PLANNING PROGRAMME SEPTEMBER 2015 Part 5: The interface between technology and consulting BASED ON QUANTITATIVE MARKET ANALYSIS FROM MULTINATIONAL ORGANISATIONS Contents Executive summary