introduction objectives and content of the program roll-out action 1 action 2 action 3 action 4...
TRANSCRIPT
Introduction
Objectives and content of the program
Roll-outAction 1Action 2Action 3Action 4Action 5
Qtr 1 Qtr 2 Qtr 3 Qtr 4
Introduction
Conclusion
Module I
Module II Module III Module IV
Module V
Module VI
2IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Contents
Administrative issues
Strategy and its importance for A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Content of A.T. Kearney’s Business Unit Strategy Training Program
3IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Welcome to the Business Unit Strategy Training Program
Source: A.T. Kearney
Develop skills in strategic analysis
Share and test experiences with others
Think about business issues from a strategic perspective
Network with like-minded colleagues
Help make ATK strategy capable
Goals of the Business Unit
Strategy Training Program
Administrative issues
4IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
About the creation of this program
Source: A.T. Kearney
• The program was conceived and developed by the Global Strategy Initiative
(GSI), an initiative begun in 1997 to raise A.T. Kearney’s strategy capability.
The program is one of several deliverables resulting from the GSI
• The program materials were developed by a team of A.T. Kearney
consultants from around the world over the course of 9 months
• The program was created using a “bottom-up” approach, in which sources
from around the firm and academia were gathered and with time filtered into
the “finished product”
• This is the first version of the business unit training program. It will be
updated and improved on a regular basis by a new team of A.T. Kearney
consultants
Administrative issues
5IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Personal introductions
Source: A.T. Kearney
• Name
• Office
• Experience with A.T. Kearney
• Experience before A.T. Kearney
• Specific strategy highlights
Administrative issues
6IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
What is your perspective on strategy, and what are your expectations of the course?
• What is your view on business unit strategy in general?
• What is your view on A.T. Kearney and business unit strategy?
• What are your expectations with regard to this training program?
Source: A.T. Kearney
Administrative issues
7IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Dinner
Schedule for the A.T. Kearney Business Unit Strategy Training Program
Source: A.T. Kearney
Administrative issues
Monday Tuesday Wednesday Thursday Friday
Introduction
Module II
Lunch
Final presentation
Conclusion
Module III
Case presentation Case preparation
Dinner
Case preparation
DinnerDinner
Module V
Case preparation
Lunch
Module I
Lunch Lunch
Dinner
Case preparation
Case presentation
Guest Speaker
Strategy literature review
Module VI
Lunch
Module IV Guest Speaker
Case presentation
8-9
9-10
10-11
11-12
12-1
1-2
Time
2-3
3-4
4-5
6-7
8-9
9-10
10-?
7-8
5-6
8IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
What are our expectations of you?
Source: A.T. Kearney
Attentive Give your attention and participate
Punctual Be punctual to ensure efficient time management - we have a lot of material to cover
Curious Ask questions - there are no bad ones
Team-oriented Work within teams to reinforce concepts and enhance learning - and give it your full effort
Resourceful Draw upon what you have learned in the course and knowledge you have gained through project experiences and other schooling to augment analyses, presentations and group learning
Helpful Provide feedback so we can make the course even better
Administrative issues
Expectation Comments
9IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Contents
Administrative issues
Strategy and its importance for A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Content of A.T. Kearney’s Business Unit Strategy Training Program
10IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
19981990-1997
The consulting industry has undergone continuous change during the past two decades
1980-1989
•Globalization of markets
•Building strategy capabilities•Cost reduction•Organizational design
•McKinsey•BCG•Bain•Booz•Allen & Hamilton
•Problem solving capabilities
•Deregulation•Convergence of industries•Dismantling of conglomerates•Downsizing
•Industry knowledge/insights•Process facilitators on operations/IT
•McKinsey•A.T. Kearney•BCG•Bain•Booz•Allen & Hamilton•Big six
•International office network•Industry practices
•Digital world•Virtual companies•Outsourcing•Regionalization (EU, NAFTA, APEC)
•Concentration of industries
•End-to-end capabilities
•McKinsey•A.T. Kearney•Big six (Big four)
•CEO control•Integrated solutions
External trends
Consultants’ value proposition
Key players
Key factors for success
Note: BCG, Bain, and Booz•Allen & Hamilton are not considered as key players of the future, based on with their present strategy focusedoffering. Shifts in focus or mergers and acquisitions can make these players more viable competitors in the future
Source: A.T. Kearney
Strategy and its importance for A.T. Kearney
11IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
A.T. Kearney must improve its strategy capability to become end-to-end capable
Source: A.T. Kearney
Strategy and its importance for A.T. Kearney
Strong capabilities
Weak capabilities
Strategy OperationsInformation technology
A.T. Kearney’s end-to-end capabilities
Need for improvement on a global
basis
A.T. Kearney’s current value proposition
2
5
5 5
1
12IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Introduction to A.T. Kearney’s Strategy Practice
Source: A.T. Kearney
Strategy and its importance for A.T. Kearney
Strategy practice mission statement
We seek to build the premier capability in developing value and growth
strategies for major corporations worldwide and in driving implementation
to measurable results
We shall broaden our service offerings to include greater perception, ideas, frameworks and methodologies for solving corporate and business unit issues
We shall broaden our focus to strengthen current account relationships, while building relationships with the leaders of the future
We shall achieve the image as a great strategic consulting company based on delivering superior contributions
We shall focus on further developing the growth potential across industries, particularly as it relates to information and technology
13IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
A.T. Kearney’s value proposition in strategy
“A.T. Kearney’s Strategy Practice helps clients turn strategy into action. It sees
strategy as the design of the entire business system and an integrated set of actions to
continuously create and redefine competitive advantage. This is done through superior
customer value with the aim of maximizing shareholder value in the long term”
Source: A.T. Kearney
Strategy and its importance for A.T. Kearney
14IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Contents
Administrative issues
Strategy and its importance for A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Content of A.T. Kearney’s Business Unit Strategy Training Program
15IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Some strategy definitions
Source: Want, R.L. (1988); A New Translation of Sun Tzu’s Classic “The Art of War”;Chandler, A.D. (1960); Strategy and Structure; Ohmae, K. (1976); Mind of the Strategist; Quinn, J.B. (1988); Strategies for Change; Porter, M.E. (1980); Competitive Strategy; Johnson, G. & Scholes, K. (1993); Exploring Corporate Strategy
• Strategy is the great work of the organization. In situations of life or death, it is the Tao of survival or extinction. Its study cannot be neglected
• The determination of the long run goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals
• Strategy is the way in which a corporation endeavors to differentiate itself positively from its competitors, using its relative corporate strengths to better satisfy customer needs
• Strategy is the pattern or plan that integrates an organization's major goals, policies, and action sequence into a cohesive whole. A well-formulated strategy helps to marshall and allocate an organization’s resources into a unique and viable posture based on its relative internal competencies and shortcomings, anticipated changes in the environment, and contingent moves by intelligent opponents
• Strategy is the matching of a company’s strengths and weaknesses to the opportunities and threats in the environment
• Strategy is the direction and scope of an organization over the long term: ideally, which matches its resources to its changing environment, and in particular its markets, customers or clients so as to meet stakeholder expectations
Sun Tzu
Alfred D. Chandler, Jr.
Kenichi Ohmae
James Brian Quinn
Michael Porter
Gerry Johnson & Kevan Scholes
DefinitionAuthor(s)
Defining strategy and how business unit strategy compares to other types of strategy
16IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
A.T. Kearney’s business unit strategy definition enables consultants to carry out an “acid test” as to whether the client has a clear strategy that can enable the company to achieve success
A Business Unit Strategy is about ...
an integrated set of actions . . .
to design the entire value system . . .
to continuously create and rede-fine competitive advantage . . .
throughsuperiorcustomer value . . .
• Does thecompany have a key strategicobjective?
• Is the company maximizing shareholder value?
• Is the client's business customer oriented?
• Does the customer perceive sufficient value?
• Is the client's business competition oriented?
• Is the competitive advantage sustainable?
• Is the delivery mechanism inplace to meetstrategicobjectives?
• Is the value system effectively structured?
• Does the clientmanage thevalue chain in an integrated way?
• Does its plan include all of the needed actions?
with the aim of maximizing shareholder value in the long-term
Source: A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
17IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
The A.T. Kearney definition of BU strategy reflects the importance that the firm places on strategy for the future success of the company
an integrated set of actions . . .
to design the entire value system . . .
to continuously create and redefine competitive advantage . . .
through superior customer value . . .
with the aim of maximizing shareholder value in the long-term
A program of specified organizational, manufacturing, financial, and managerial actions aimed at integrating all resources of a BU towards a common goal
The sequence of steps and their respective elements (technology, production design, sales, distribution, etc.) by which companies in a given business produce their goods or services and deliver to the customer
Competitive advantage is what a company possesses when it earns or has the potential to earn a higher ratio of profit than its competitors. Competition without an advantage for any particular competitor results in a totally competitive market. The market’s forces will not allow any company to realize any returns beyond the cost of equity
Competitive advantage needs to be sustainable in a way that competitors cannot copy or nullify the particular advantage
The “value” that an end-user receives from the product, which could be economic (low price through cost reduction) or perceived benefit (qualitative) contributed by the product
By maximizing profits, companies maximize shareholder value (the economic value received by owners of equity through dividend payments and/or increases in share price). Shareholder value maximization is widely seen as the appropriate goal of a company and the primary yardstick for measuring performance
Source: A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
18IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Although strategy can encompass corporate, business unit and functional strategy, the focus of this training program is on the business unit
Industry
Corporate
Business unit
• Corporate strategy defines the scope of the company in terms of the industries and markets in which its various business units compete
• Strategies for industry restructuring
• Business unit strategy defines how the company competes within a particular industry or market
“How to compete”“Where to compete”
Source: A.T. Kearney
Business unit
R&D
Personnel
Finance
Production
Sales and marketing
• Functional strategy defines the detailed deployment of resources at the operational level
• Corporate strategy and finance• M&A&D• Design of the corporation and
corporate center• Resource allocation
• Market and competitive strategies
Defining strategy and how business unit strategy compares to other types of strategy
19IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
What is a strategic business unit (SBU)?
Source: A.T. Kearney; Kotler, P. (1997); Marketing Management
• A strategically and functionally distinct execution-oriented entity that is usually a subset of a corporation
• A unit that has a:– Well-defined market (or market
segments)– Well-defined group of competitors– Well-defined business system that
serves the market
• A unit grouped as such to optimize the collective organizational capabilities among its constituent entities
Definition of an SBU
• It is a single business, often with its own P&L responsibilities, or collection of related businesses that can be planned separately from the rest of the corporation/other business units
• It has its own competitors, which it is trying to surpass
• It has a manager who is responsible for strategic planning, profit, and performance
Some traditional characteristics
Defining strategy and how business unit strategy compares to other types of strategy
20IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Iterative process
The main elements of a business unit strategy
Source: A.T. Kearney
Product/market“Where to compete”
In which segments should the company compete?
Business system“How to compete”
How should the business system be designed?
Strategic roadmap“When to compete”
Capabilities?
Competitor reaction?
Action?Critical
path
?
?
At what time and in which sequence should a strategy be executed?
R&D ServiceS&MManuf.Design
Defining strategy and how business unit strategy compares to other types of strategy
21IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Strategy projects differ from other types of engagements in several ways
Source: A.T. Kearney
• Unique to each engagement and therefore issue-driven and more flexibly structured
• There is not one approach that will work for every situation. However, for every company in every situation, there will be an ideal approach
• Broader in scope
• More long-term oriented in nature and results might often be intangible for several years
• Characterized by ambiguity and a high degree of uncertainty as consultants often don’t know where the project will “end up”
• Characterized by many iterations throughout the project due to new findings which can result in changes to the scope and the nature of the project
• Characterized by a process and not a single approach
Defining strategy and how business unit strategy compares to other types of strategy
22IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Strategy projects differ from other consulting projects in their process approach
Mechanical systems thinking Intuition Strategic thinking
Problem prototype
Process of thought
Solution
Rearrangement of elements
Local optimization, or seeing the tree, not the forest
Transformation or changed configuration
Source: Ohmae, K. (1976); The Mind of the Strategist
Defining strategy and how business unit strategy compares to other types of strategy
23IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Contents
Administrative issues
Strategy and its importance for A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Content of A.T. Kearney’s Business Unit Strategy Training Program
24IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
The main objectives of the program
Source: A.T. Kearney
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
• Strengthen A.T. Kearney’s overall strategy consulting delivery capabilities
• Raise A.T. Kearney consultants’ strategy skills to a higher level
• Teach A.T. Kearney consultants techniques likely to be applied in many future strategy engagements
• Teach A.T. Kearney’s unique and execution- oriented perspective on strategy
• Establish a common vocabulary and point-of-departure for all A.T. Kearney strategy engagements
Company objectives
• Add to portfolio of consulting skills
• Offer broader career possibilities within A.T. Kearney
• Satisfy intellectual curiosity
• Broaden one’s perspective towards consulting engagements
Individual objectives
25IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Take-away objectives from the “instruction” and “case” sections of the program
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Source: A.T. Kearney
• Understanding of the fundamental strategy analysis techniques
• Familiarization with strategy concepts that consultants are most likely to apply
• Endowment of knowledge that enables consultants to “know where to go,” when asked to use the techniques
• Ability to practically apply the knowledge gained from the course in strategy engagements
The “instruction” section
• Reinforce the concepts taught during the class
• Understand when, how, and to what extent to apply the techniques - realizing that use of the analyses will vary with each engagement
• Realize that other project-specific strategy techniques are also required in a consulting engagement
• Understand how to structure a logical and methodical game plan when approaching a strategy project
• Be prepared to “hit the ground running” when staffed on an assignment
The “case” section
26IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
ExampleA specific illustration or application of a deliverable, technique, or tool, generally drawn from a client engagement butsanitized so that the client is unrecognizable
Tool A spreadsheet, model, database, survey or software used as part of a technique to produce a deliverable
Technique A method, model, or calculation that produces a deliverable
DeliverableA result or insight necessary for the client to reach its objective; that which A.T. Kearney delivers to our client (or tointernal clients within A.T. Kearney) as a result of our proposed solutions and engagement efforts
Approach A logical structure or sequence of deliverables that might span frameworks. There is no one “approach” to strategy
A question which expresses the client’s concern or the uncertainties which must be resolved to achieve the client’sobjective. Issue questions are not rhetorical, they should have clear alternative solutions and significant consequences associated with the answer
FrameworkA way of looking at a client’s business issue; a set of building blocks, planks or beliefs that determine at a high levelhow we might approach a client issue; that ultimately translates to a collection of deliverables
Business issue
The objective of the training program is to teach a set of techniques that form the building blocks of analysis in strategy engagements and not to teach an approach
Issue/clientobjective
Approach Deliverable Technique
Tool
Uses
Contains
Framework
Example
ShowsShows
Source: A.T. Kearney, Centres of Excellence
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Solved by Defines
27IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
This program focuses on teaching techniques because there is not a standard approach to strategy
Source: A.T. Kearney
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
• Be flexible in modeling analyses after issues instead of being confined to rigid approaches that may not be relevant in all engagements
• Think with a strategic perspective
• Adapt skills to other types of consulting engagements
Techniques allow consultants to:
Overall strategy frameworks and
approaches are not the focus of this program as they vary greatly from
client to client and project to project
28IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
The training program focuses intensively on exercises and examples to ensure that the theoretical knowledge can be practically applied
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Module Example Exercise Case
Motorola
Oil and gas services company
Food and beverage industry
Copier company
n.a.
Automotive industry
n.a.
Big Kahuna Company/ Cessna Aircraft Company
Airline industry
Coca Cola
n.a.
Petroleum industry
n.a.
I
II
III
IV
V
VI
29IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
The techniques taught in this program do not cover all of the areas that might be relevant in strategy projects
Illustrative
• The techniques which are taught in the program are the most commonly used techniques in BU strategy engagements
• However, some techniques are not described, because they either are covered by other training programs or do not specifically relate to BU strategies
BU strategy program
Finance(CEO Agenda)
Source: A.T. Kearney
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Change Management
(Enterprise Transformation
)
Purchasing(Strategic Sourcing)
30IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
This program is complementary to A.T. Kearney’s other major training programs
BUS: Business Unit Strategy
CEO: CEO Agenda
ET: Revised version of “Transforming the Enterprise”
LSPD: Lead Strategy and Proposal Development
MS: VP- Mind setting program
NCO: New Consultant Orientation (including Pyramid and Consultant Process Workshop)
SS: Strategic Sourcing
Source: A.T. Kearney
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Targetaudience
Businessprocess
Orientation
Engagement execution
Engagement management
Business development
Account management
Leadership
BA
Ass
ocia
te
Man
ager
Pri
ncip
al
Off
icer
CEOET
NCO
BUS/SS
LSPD
MS
31IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
This program can be viewed as A.T. Kearney’s “chess book”
If A.T. Kearney were a chess club, it would want to establish a set of commonly used, advanced and structured techniques to “play its own game”
To help clarify these techniques and their use, we are putting them in a “chess book” for the use of all club members
The goal of the chess book is not to develop
new or proprietary techniques, but to collect
and explain the most commonly used ones to ensure coherent and
successful chess playing
Source: A.T. Kearney
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
32IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Contents
Administrative issues
Strategy and its importance for A.T. Kearney
Defining strategy and how business unit strategy compares to other types of strategy
Objectives of A.T. Kearney’s Business Unit Strategy Training Program
Content of A.T. Kearney’s Business Unit Strategy Training Program
33IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
The structure of the Business Unit Strategy Training Program
Module II Structure and
dynamics of the industry
Module III Characteristics and
dynamics of the individual companies
Module IV Execution
capacity of the client
Module VI Implementable
recommendations
Module V Definition and
evaluation of strategic alternatives
Roll-outAction 1Action 2Action 3Action 4Action 5
Qtr 1 Qtr 2 Qtr 3 Qtr 4
Source: A.T. Kearney
Content of A.T. Kearney’s Business Unit Strategy Training Program
Module I Identification of the key
issues of the engagement
Note: The order of presentation of the curriculum elements should not be interpreted as a sequential guideline for a strategy engagement. Different elements of the program may be referenced at different times in the engagement
34IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
The content of the program is structured such that related techniques are categorized into deliverables and related deliverables into modules
Content of A.T. Kearney’s Business Unit Strategy Training Program
* Exercises are located separately in a workbook
Module: A collection of deliverables that together address a key issue
Deliverable: A collection of techniques that address specific issues or sub-issues
Technique: A specific analysis performed to test hypotheses
Description:
Usage:
Methodology:
Example:
Exercise*:
Conclusion:
A technique put into context through a definition and/or a description
Why, how, and when the technique is applied
The process for using the technique
A “real-life” presentation of a technique as it would be presented in its completed form
A short exercise that requires the participants to employ the technique
A summary of key points, strengths, weakness, and references
Source: A.T. Kearney
35IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Modules I and II: Deliverables and Techniques
Module Deliverable Technique
I. Identification of the key issuesof the engagement
II. Structure and dynamics of theindustry
• Key issues of the engagement
• Industry structure
• Development of the industry
• Product/market analysis
• Demand and supply economics
• Industry analysis frameworks
• Issue analysis
• Players analysis
• Strategic group analysis
• Substitution analysis
• Supply chain analysis
• Exit and entry barrier assessment
• Industry strategic era analysis
• Life cycle analysis
• Trends analysis
• Size and growth of the market
• Product/market segmentation
• Demand and supply economics
• Structure-conduct-performance
• The five forces
• The strategic triangle
Source: A.T. Kearney
36IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Module Deliverable Technique
Modules III and IV: Deliverables and Techniques
III. Characteristics and dynamics of the individual companies
IV. Execution capacity of the client
• Overall company profile
• Product/market focus
• Overview of the value chain
• Financial resources and performance
• Company analysis frameworks
• Assessment of execution capacity
• Purpose of the organization
• Stakeholder analysis
• Strategic era analysis
• Strategic planning framework
• Evaluation of product/market segments
• Value chain analysis
• Cost and margin driver analysis
• Development over time
• Financial ratios
• 7S
• Benchmarking
• SWOT
• Operational capacity assessment
• Organizational capacity assessment
• Information technology capacityassessment
Source: A.T. Kearney
37IntroductionA.T. KEARNEY BUSINESS UNIT STRATEGY TRAINING
Module Deliverable Technique
Modules V and VI: Deliverables and Techniques
V. Definition and evaluation of strategic alternatives
VI. Implementable recommendations
• Decision-making
• Long-term scenarios
• Generic strategy frameworks
• Implementable recommendations
• Decision tree
• Game theory
• Scenario planning
• End game
• Three generic strategies
• Gaining strategic advantage
• The growth matrix
• Implementation plans
Source: A.T. Kearney