Deloitte Ranked Number One Consulting Provider Globally By Revenue

27 October 2010

Deloitte announced today that Kennedy Consulting Research & Advisory has named Deloitte the largest consulting provider and the largest management consulting provider globally, based on 2009 aggregate revenues in its Global Consulting Marketplace 2010-2013 report.

Key findings:

• Kennedy recognizes Deloitte as the largest organization by a considerable margin, and highlights Deloitte's growth strategy and go-to-market approach as factors contributing to the organization's success during a difficult economic climate.
•According to the report, Deloitte is a leader in management consulting with extensive capabilities and depth in strategy, operations management and human resources, as well as business advisory services and information technology consulting.
•The report also underscores Deloitte's mantra - "business-led, technology-enabled" - as an accurate reflection of the position of the market.

Commenting on the recognition, Deloitte Touche Tohmatsu Limited CEO Jim Quigley said, "This recognition of Deloitte as the leader in consulting and advisory services reflects the unique expertise, insight, and passion Deloitte brings to its relationships with clients worldwide. Our organization's commitment to delivering exceptional client service is at the heart of how we succeed - and of who we are."

Jerry Leamon, DTTL Global Managing Partner, Services and Mergers & Acquisitions, added, "Kennedy's flagship report on the global consulting marketplace takes a comprehensive view of the market, which is consistent with our own view. To be the only organization rated 'strong' in all the major consulting and advisory categories is exactly where we want to be."

The report highlights a number of Deloitte's strengths:

Breadth of capabilities, geographic reach, and deep expertise "Deloitte's strategy is to use its breadth of services, geographic reach, and industry expertise to serve clients of all sizes with an exceptionally well-integrated perspective and with flexibility and pragmatism."

"Deloitte's key differentiation lies in the size and the critical mass it can bring to bear on client challenges from both within and outside its advisory practice and across industries and geographies."

"The successful execution of Deloitte's breadth of offerings and the application of its 'one Deloitte' approach depends on extraordinary diversity of experience among Deloitte's member firms and among team members on client engagements." Source: Kennedy Consulting Research & Advisory; Global Consulting Marketplace 2010-2013; (c) BNA Subsidiaries, LLC. Reproduced under license.

Multi-service capabilities

"Over the last five years, some firms have made a concerted effort to promote their multi-service capabilities, demonstrating that they would drive significant value for themselves and their clients. Deloitte stands out as a firm that has made a significant effort in this area, including marketing its broad and deep cross-service line capabilities to clients as its unique 'multi-disciplinary approach.'" Source: Kennedy Consulting Research & Advisory; Global Consulting Marketplace 2010-2013; (c) BNA Subsidiaries, LLC. Reproduced under license.

Strategic investments

"Deloitte continues to make thoughtful investments to help drive its future opportunities. This includes: 1) making strategic acquisitions to bolster select practices; 2) continuing to enhance its global delivery model to remain competitive in implementation activities; and 3) investing in staff through the creation of learning centers such as the launch of Deloitte University, planned for 2011." Source: Kennedy Consulting Research & Advisory; Global Consulting Marketplace 2010-2013; (c) BNA Subsidiaries, LLC. Reproduced under license.

"Kennedy's report confirms that being a world-class consulting organization requires more today than it has in the past," says Ainar Aijala, DTTL Global Managing Partner, Consulting. "Clients have never been more focused on value or more sophisticated in their buying decisions. It's no longer enough for a consultant to have a one- or even a two-dimensional view. Leading with a proven strategy and bringing a broad and deep array of capabilities to the table are crucial to solving clients' increasingly complex issues."

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