SOURCE: Kennedy Consulting Research & Advisory

Kennedy Consulting Research & Advisory

April 15, 2010 15:28 ET

R&D Strategy and PSD Consulting Firm "Innovation" Capabilities: Prowess or Pretense?

Kennedy Exposes a Disconnect Between R&D Strategy and Product & Service Development Practice Marketing and Branding, and Their Consulting Capabilities

PETERBOROUGH, NH--(Marketwire - April 15, 2010) -  It is characteristic for firms serving the R&D Strategy and Product & Service Development (R&D Strategy and PSD) consulting market to assert themselves as highly adept at helping clients surmount innovation-related challenges. However, Kennedy Consulting Research & Advisory's close scrutiny of R&D Strategy and PSD practices shows that the level of innovation consultancies promote often fails to align with their practical capabilities.

Kennedy's new research, R&D Strategy and Product & Service Development Consulting Marketplace, indicates that at the root of the problem is the rarity with which consulting practices are equipped with market-tested methodologies for improving client innovation performance and quantifying the positive impact of their R&D Strategy and PSD services. The comprehensive analysis also demonstrates that the need for consulting practices to authenticate their proclaimed innovation pervades not just one, but all three subsegments of R&D Strategy and PSD consulting: R&D Strategy, Product and Service Launch Operations, and Product and Service Portfolio and Complexity Management.

"While the strongest firms do have an institutionalized approach to their work, overall, rigorous frameworks for helping clients with R&D strategy and product and service development operational challenges are surprisingly lacking," says Kennedy's Director of Research, Erick Burchfield. "Even among relatively mature Strategy and Operations consulting firms, there is less formalization and structure to their approach to fostering innovation than in most any other service area. The problem for clients is in knowing who to trust."

Kennedy's findings project that differentiated frameworks and proprietary tools will be increasingly critical 2010-2012, as clients shift their focus away from cost-cutting and toward growth-management strategies. Mr. Burchfield states, "If R&D Strategy and PSD practices want to achieve competitive advantage moving forward, they really need to move beyond the 'conceptual' allure of innovation and achieve some level of demonstrable strength in meeting clients' practical R&D Strategy and PSD consulting needs."

Practices demonstrating the strongest breadth and depth of R&D Strategy and PSD consulting capabilities are revealed in The Kennedy Vanguard of R&D Strategy and PSD Consulting Practices, 2009. Among the consultancies assessed in the Vanguard are: ABeam, Accenture, A.T. Kearney, Bain, The Boston Consulting Group, Booz & Company, Capgemini, Clarkston Consulting, CSC, Deloitte, Kurt Salmon Associates, McKinsey & Company, PA Consulting, PRTM and Roland Berger Strategy Consultants. 

About Kennedy Consulting Research & Advisory
Since 1970, Kennedy Consulting Research & Advisory has been the world's leading source of market analysis on the Management and IT consulting industries, serving the most highly regarded professional services firms and Fortune 500 companies across the globe.

Kennedy provides accurate and reliable market sizing and forecasts for consulting services worldwide; needs analysis and vendor profiling for buyers of consulting services; timely and insightful intelligence on the top consulting firms in their respective markets; and operational benchmarks that measure consulting performance. Kennedy Consulting Research & Advisory's research spans multiple service areas, client vertical industries, and geographies. 

Kennedy's stand-alone consulting advisory unit, Kennedy Information Advisors, provides results-oriented strategic guidance to buyers and sellers of consulting services.

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