Originally founded in 1992, The Mitchell Madison Group has revolutionized the world of management consulting. The firm was sold in 1999 to a “dot-com” for several hundred million dollars, reflecting the unique approach to adding value to our clients. The acquirer went out of business as part of the dot-com bust in 2001. In 2003, key Mitchell Madison Group assets were acquired by some of the original partners and the firm was re-launched, continuing to focus on performance improvement for financial services, industrial and services companies worldwide. Recognizing the importance of being able to serve our clients more flexibly, the firm was restructured in 2010 along four lines of business: Performance Improvement, Strategic Services, Business Analytics and Staff Augmentation, with offices and resources located in the US, Europe and Asia.
Our team includes former senior C-level executives with decades of consulting and management experience, supported by younger analytical talent with diverse backgrounds, recruited from top universities around the world. We believe this flat organization to be far more effective for client success delivery than the traditional consulting hierarchy.
Our client base includes large corporations with a particular emphasis on the insurance, telecom, media, manufacturing, transportation, retail and business services industries.
Most of our consulting projects involve short-term performance improvement, leveraging the global market place for sourcing and outsourcing of corporate cost structures. In addition, we provide more traditional strategic advisory and reengineering and restructuring advice services, but always with a focus on measurable outcomes.
A different consulting model requires a different compensation approach. True partnering means sharing rewards and risks. We are the only major consulting firm that derives almost all of its revenue from success fees. We have pioneered this approach over a decade ago for both cost reduction and revenue enhancement work. If you expect your consulting firm to deliver measurable value, you should pay them accordingly. If you can’t measure project impact, maybe you should not do the project in the first place.
Multidisciplinary team: C-level executives, consultants, entrepreneurs, scientists
Intellectual capital: Detailed knowledge acquired over our 20 year history
Lateral thinking: Big data skills from science and military applied to business
Experience: Significantly more experienced consultants than typical
Focus: Only serve a single client in an industry at a time
Performance compensation: Fees directly linked to client success