History
Early History
CTP was started as a division of Cambridge Technology Group.Price guarantee pays off for Cambridge Technology, ''Boston Business Journal'', May 3–9, 1996 It was spun off and sold to Safeguard Scientific and others on February 23, 1991. The newly independent company named James Sims as CEO and Robert Gett as head of Technology and Consulting. Six months later, Safeguard bought out John J. Donovan. CTP pioneered fixed time and price consulting service andRecent History
In 2006, CTP (Japan) was acquired by Nihon Unisys, Ltd. In 2008, CTP became an independent company again following its spin-off from Novell. Serving the Swiss IT market, based in Nyon, Zürich, and Basel. In 2014 CTP was acquired by Atos. Atos is a European information technology (IT) services corporation with its headquarters in Bezons, France, and offices worldwide. It specializes in high-tech transactional services, unified communications, cloud, big data and cybersecurity services. 4] Atos operates worldwide under the brands Atos, Atos Consulting, Atos Healthcare, Atos Worldgrid, Bull, Canopy, Unify and Worldline. In 2019, CTP (Japan) reenters the US market as Cambridge Technology Partners Inc.Services
CTP's professional services are not tailored to a specific industry or function. The firm employs methodologies, frameworks, and a facilitative approach to define corporate and operational issues and find solutions that work for stakeholders. * Business Transformation * Management Strategy * IT Strategy & Planning * New Business Development * Project Management Office (PMO) * Professional DevelopmentFeatures
Facilitation consulting
Facilitation-type consulting is a style of consulting that helps customers transform themselves rather than providing solutions. At Cambridge, consulting styles are categorized by "specialty provided" and "how to interact with customers" as follows. How to classify Cambridge consulting styles The teacher type makes proposals that make use of the expertise of the consultant, but it is up to the customer to realize the content of the proposal. On the other hand, in the solution type, the consultant introduces the solution. However, it is often premised on your own solution, so it may not always be highly compatible with the solution your customers need. In addition, the analysis / proposal type proposes measures to solve problems tailored to the customer, but as with the teacher type, the consultant's involvement in realizing the proposal content is small. On the other hand, the facilitation-type consulting that Cambridge advocates is a style that utilizes facilitation, which is generally known as a method of meetings, for consulting. This is an application of the facilitation's idea of "encouraging participants' involvement, eliciting independence, and focusing on overall consensus building" in the execution of the project. By having all stakeholders participate in the decision-making process, they will take the initiative in eliciting the attitude of being involved in the project.Culture
At Cambridge, culture is clearly positioned as a source of competitiveness. He associates ideas and values with work styles and methodologies, and practices them in his daily work. In particular, values (FROGBB, 6 core values) have taken root as employee evaluation criteria by subdividing them in light of actual behavior.Awards and recognition
* For six consecutive years, 2016-2021, selected as one of the Best Companies to Work For by the Great Place to Work Institute (GPTW) Japan * Recognized as a Marketo Champion in Japan for "Marketing Team of the Year" in 2019.Published works
* Masaharu Shirakawa 『システムを作らせる技術 エンジニアではないあなたへ』(Nikkei, Inc. 2021 ) * Ryo Sakamaki 『ファシリテーション型業務改革 ストーリーで学ぶ次世代プロジェクト』(Nikkei, Inc. 2020 ) *Ryo Sakamaki 『世界で一番やさしい資料作りの教科書』(Nikkei Business Publications, Inc. 2019 ) *Masaharu Shirakawa 『リーダーが育つ変革プロジェクトの教科書』(Nikkei Business Publications, Inc. 2018) * Ryo Sakamaki 『世界で一番やさしい会議の教科書 実践編』(Nikkei Business Publications, Inc. 2018) * Ryo Sakamaki 『抵抗勢力との向き合い方』(Nikkei Business Publications, Inc. 2017) * Ryo Sakamaki 『世界で一番やさしい会議の教科書』(Nikkei Business Publications, Inc. 2015) * Masaharu Shirakawa『会社のITはエンジニアに任せるな! - 成功率95.6%のコンサルタントがIT嫌いの社長に教えていること』(DIAMOND, Inc. 2015) *Naohiro Seki and Masaharu Shirakawa『反常識の業務改革ドキュメント プロジェクトファシリテーション』(Nikkei, Inc. 2013) *Masaharu Shirakawa and Ryo Sakamaki 『業務改革の教科書 - 成功率9割のプロが教える全ノウハウ』(Nikkei, Inc. 2013) * Akira Kageyama『プロジェクトを変える12 の知恵 - ケンブリッジ式ファシリテーション - 』(Nikkei Business Publications, Inc. 2011) * Naohiro Seki and Masaharu Shirakawa『プロジェクトファシリテーション ~クライアントとコンサルタントの幸福な物語』(Nikkei Inc. 2009) * Cambridge Technology Partners『スピード会議のつくり方』(ASA Publishing Co. Ltd. 2005)Reference
External links
* {{Authority control Management consulting firms 2001 mergers and acquisitions 2014 mergers and acquisitions Corporate spin-offs