1. Institute Merger Peter Sorensen Vancouver October 2004 1 Merger of Danish Institutes ICMCI Working Meeting Vancouver October 2004 Peter Sorensen, CMC Vice Chairman Chairman Membership Quality Assurance Committee

2. Institute Merger Peter Sorensen Vancouver October 2004 2 Danish organisations for management consultants 1961 – 1999: Danish Society for Enterprise Management, Association for Danish Management Consultants (FMK) Association for Danish Management Consultants (FMK) 1998: Peter Sorensen hired to reorganise or close FMK 1½ years of meetings, strategy formulation, advisory board, negotiations 1999: Danish Management Board (DMB) established Condition: No certificationCondition: No certification Solution: Danish Institute for Certified Management Consultants (DICMC)Solution: Danish Institute for Certified Management Consultants (DICMC) DMB in FEACODMB in FEACO DICMC in ICMCIDICMC in ICMCI

3. Institute Merger Peter Sorensen Vancouver October 2004 3 DICMC and DMB Peaceful cooperation since establishmentPeaceful cooperation since establishment At first: Membership of DMB as a requirement for membership of DICMC – later abandonedAt first: Membership of DMB as a requirement for membership of DICMC – later abandoned Code of Ethics and Board of Ethics handed over from DICMC to DMRCode of Ethics and Board of Ethics handed over from DICMC to DMR DICMC members organised as a network within DMBDICMC members organised as a network within DMB Contact meetings between chairmen, boards and management of DMB and DICMCContact meetings between chairmen, boards and management of DMB and DICMC Mutual invitations for arrangementsMutual invitations for arrangements Common board member PSCommon board member PS PS pronounced vision about mergerPS pronounced vision about merger

4. Institute Merger Peter Sorensen Vancouver October 2004 4 DICMC and DMB Aug.2003 DICMC invites DMB to enter strategic co-operation: DMB has entered the Confederation of Danish Industries, creating a new situationDMB has entered the Confederation of Danish Industries, creating a new situation Complex strukture of associations, joint membershipsComplex strukture of associations, joint memberships Risk of disturbance in the marketRisk of disturbance in the market International certification program offeredInternational certification program offered Offer of qualification for smaller consultanciesOffer of qualification for smaller consultancies Accreditation for bigger consultanciesAccreditation for bigger consultancies Seminars and professional meetingsSeminars and professional meetings Potential cost reductionsPotential cost reductions

5. Institute Merger Peter Sorensen Vancouver October 2004 5 DICMC and DMB DMB wants only voluntary certificationDMB wants only voluntary certification Avoid conflicting associationsAvoid conflicting associations Greater power as a united associationGreater power as a united association DMB takes over DICMC membership of ICMCIDMB takes over DICMC membership of ICMCI Certification committee in DMBCertification committee in DMB Joint secretariat, web site, ethics, financesJoint secretariat, web site, ethics, finances Cost neutral for DMBCost neutral for DMB DICMC dissolves itselfDICMC dissolves itself Transfer conditionsTransfer conditions

6. Institute Merger Peter Sorensen Vancouver October 2004 6 DICMC and DMB Discussed at meeting between chairmen and directorsDiscussed at meeting between chairmen and directors Treated in DMB committee for quality and professionalismTreated in DMB committee for quality and professionalism Treated in DMB business committeeTreated in DMB business committee Nov. 2003 DMB board, principles acceptedNov. 2003 DMB board, principles accepted Negotiations, implementationNegotiations, implementation March 30, 2004 General assemblies in DMB and DICMC accepting mergerMarch 30, 2004 General assemblies in DMB and DICMC accepting merger Summer 2004 ImplementationSummer 2004 Implementation

7. Institute Merger Peter Sorensen Vancouver October 2004 7 DICMC and DMB 1) Key characteristics of merged Danish institute: Full membership of ICMCI since founding in 1989Full membership of ICMCI since founding in 1989 120 consultancies, 1800 consultants employed120 consultancies, 1800 consultants employed Near 50% of nations’ consultantsNear 50% of nations’ consultants 45 CMC’s and 3 ACP’s45 CMC’s and 3 ACP’s 2) Current economic trends: Management consultancy industry is recovering after crisis in 2000-2002 3) Main developments within institute in recent years: Merger of DICMC and DMBMerger of DICMC and DMB Membership of Confederation for Danish Industries (DI)Membership of Confederation for Danish Industries (DI) 4) Main challenges for institute in the immediate future: Keep members, profile institute and develop within DI

8. Institute Merger Peter Sorensen Vancouver October 2004 8 DICMC and DMB 5) Expectations from ICMCI: Professional development Professional development Certification and accreditationCertification and accreditation Best Practice Best Practice EthicsEthics 6) Danish contribution to ICMCI: Contributions in ExCom, working groups and meetings Contributions in ExCom, working groups and meetings Development, Best PracticeDevelopment, Best Practice 7) Expectations for this Working Meeting: Knowledge Knowledge Exchange of viewsExchange of views Ideas to bring back and implementIdeas to bring back and implement Time to socialise with friends and make new friends Time to socialise with friends and make new friends