Robert Jones robertjonesangliaacuk https wwwyoutubecomwatchv KytKQhtD48Y Figure 32 The consultant must always convince the client that the service on offer is of real value Source ID: 811292
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Slide1
Consultancy Skills overview
Robert Jones
robert.jones@anglia.ac.uk
Slide2https://
www.youtube.com/watch?v=KytKQhtD48Y
Slide3Figure 3.2
The consultant must always convince the client that the service on offer
is of real value!
Source: Copyright © Scott Adams, Inc./Dist by UFS, Inc. Reproduced by permission.
Slide4What is consulting / management consultancy?
Slide51. What is consulting / management consultancy?
https://www.youtube.com/watch?v=3wPeND2gvqc
Slide6Seven keys to successful consulting
https://www.youtube.com/watch?v=9zU2Q654vtQ
Slide7Slide8Consulting
humour
The Consultants
https://www.youtube.com/watch?v=9KtqGhoddF4
Slide9Why do companies buy management consultancy?
Slide106. What are the main skills of a good consultant?
What makes a great consultant?
https://www.youtube.com/watch?v=oxFK6lQLGxE&list=PL1u9bQdmE5EEehC8RMOcTFsMoQIcL7nT6
Slide11http://
www.houd.info/Fads.pdf
Slide12What is the role of the consultant?
What should consultants do?
https://www.youtube.com/watch?v=vv3p6lMdC7c
Slide13Inside McKinsey
https://www.youtube.com/watch?v
=2C5a2L5NHl0
Slide14Exhibit 1.3
A model of the elements of strategic management
Slide15Grant Thornton
Slide16If you are not part of the solution
There is good money to be made in prolonging the problem
Larry
Kersten
Slide17Anglia Property Preservation – case study
https://www.youtube.com/watch?v=WxwQnYldwi4
https://
www.youtube.com/watch?v
=
OWymwxJzYlU
Slide18http://www.slideshare.net/joeomahoney/introduction-to-consulting-slides
Slide19Client
Clarify
Create
Change
Confirm
Continue
Close
Seven Cs of Consulting
Slide20Exhibit 1.3
A model of the elements of strategic management
Analysis – external, internal
and stakeholders
(fairly straightforward)
Options
and selection of
option
(not so difficult)
Implementation
(now it gets tricky ! )
Based on
Johnson,
Scholes
& Whittington (2005)
Exploring
Corporate Strategy,
7th Edition, Pearson Education
Slide21Good strategy is in the
overlap
Often, the environment E moves
and the
organisation
does not move
- this can be fatal (strategic drift)
Slide22Metanoia
Experience
Service
Product
Commodity
Peer relationship
Process consultancy
Tailor to client needs
Client-led interaction
Minimal interaction
Value-add by Consultants
(Day, 2004 from
O’Mahoney
2010)
Slide23Figure 7.1
Consultants’ responsibility for growth and results model
Source:
After Champion, D.P., Kiel, D.H. and McLendon, J.A. (1990) ‘Choosing a consulting role’, Training and Development Journal, 1 February.
Slide24Figure 7.2
Push–Pull model
Slide25Figure 7.4
16PF Plot Example
Slide26Figure 8.1
Consultant–client interaction
Slide27Figure 9.7
Example of a force-field diagram
Slide28Figure 10.1
A traditional model of organisational decision-making
Slide29Figure 10.2
The dimensions of a business decision
Slide30Figure 10.3
The Idenberg matrix for strategy process
Source:
Reprinted from P.J. Idenberg, ‘Four styles of strategic planning’, Long Range Planning, 26 (6), 132–7. Copyright © 1993, with permission from Elsevier.
Slide31Figure 11.1
A simplified critical path analysis for a consulting project
Slide32Figure 11.2
An example of a page from a project log
Slide33Figure 1.1
The managerial role profile
Slide34Process
Consultant
Expert Consultant
Approach
Facilitate & structure
Analyse
, advise & recommend
Provide a path for client
Define the answers
Work with clients
to help them understand their own ideas
Provide client insights based on expertise & knowledge
Core skills and competences
Developing client
rapport
Developing client
credibility
Listening & questioning
Expert knowledge
Facilitation & workshops
Analysis, explanation & clarification
Ability to process complex info Into a coherent whole
Make
advice relevant to client’s specific business context.
Conflict resolution and consensus
building
Consultant’s contract with the client
I will help you help yourself
I will review your situation
You
identify most important problem and the solution
I determine the problem and symptoms and then inform you
Your role
is to scope and solve the problem
Your
role is to give me information and answer questions
I will provide a process to help you
do this
Outcome: my recommendations. I can then develop implementation
plans.
You come up with the outcome, I structure it for you
Comparing Expert and Process Consulting
Based on Newton 2010
Slide35Soft Systems Methodology
Slide36Consultancy interview – part 1
http://www.youtube.com/watch?v=--qrJl2Gb8M
Slide37https://www.youtube.com/watch?v=pi5gSGK6ZvA
Consulting interview – part 2
Slide38How to crack a consultancy case study
Bain and Co
https://www.youtube.com/watch?v=qbP8QKlXjKg
Slide39Consulting Interview, Kevin P. Coyne,
former McKinsey Worldwide StrategyCo-leader
http://www.youtube.com/watch?v=NFiqnlNocD8
Slide40Some frameworks
Slide41Figure 6.2
Stakeholder analysis
Slide42Figure 6.3
Whole product model
Slide43Figure 6.4
Pareto analysis
Slide44Figure 6.5
S-curve analysis
Slide45Figure 6.10
Decision gates
Slide46Figure 6.11
Wharton grid
Source
: ©Boardroom Associates, 2007
Slide47Figure 6.13
Extended Ansoff matrix
Source
: ©Boardroom Associates, 2011
Slide48Figure 6.14
Eisenhower grid
Slide49Figure 6.15
BCG matrix
Source:
Boston Consulting Group. Adapted from The Product Portfolio Matrix (1970). The Star, the Dog, the Cow and the Question Mark – The Growth Share Matrix.
Slide50http://www.ted.com/talks/yves_morieux_as_work_gets_more_complex_6_rules_to_simplify?language=en#t-471273
Slide51Slide52Figure 6.17
Scenario worlds
Slide53Figure 6.18
Use of the analytical tools
Slide54Figure 7.1
Consultants’ responsibility for growth and results model
Source:
After Champion, D.P., Kiel, D.H. and McLendon, J.A. (1990) ‘Choosing a consulting role’, Training and Development Journal, 1 February.
Slide55Figure 7.2
Push–Pull model
Slide56Figure 7.4
16PF Plot Example
Slide57Decision tool – Pareto analysis
In 1906
Vilfredo
Pareto observed that 80% of the land in Italy was owned by 20% of the population and that 20% of the pea pods in his garden contained 80% of the peas.
80% of a company's profits come from 20% of its customers
80% of a company's complaints come from 20% of its customers
80% of a company's profits come from 20% of the time its staff spend
80% of a company's sales come from 20% of its products
80% of a company's sales are made by 20% of its sales staff
Living Life the 80/20 Way
by Richard Koch (2004)
Therefore, many businesses have an easy access to dramatic improvements in profitability by focusing on the most effective areas and eliminating, ignoring, automating, delegating or retraining the rest, as appropriate.
Slide58Pareto Principle
80% of information comes from 20% of research cost
The remaining 20% of information would come from 80% of research cost
Information
Cost
Time
Slide59Pareto Principle – cost of perfect information
80% of information comes from 20% of research cost and time
The remaining 20% of information would come from 80% of research cost
Information
Cost
80% information
20% information
Slide60https://www.youtube.com/watch?v=dwsQ2f2wYpU
Comprehensive McKinsey Hypotheses Based Case Interview Approach
Slide61https://www.youtube.com/watch?v=8IcBHjYFwZ8
Comprehensive McKinsey, Bain & BCG Operations Case Approach
Pepsi example
Slide62https://www.youtube.com/watch?v=nGzYzq3Wsos
Interviewing with McKinsey: Case study interview (advice and reflections)
Slide63https://www.youtube.com/watch?v=6R5bT4cJh0A
Case Interview 101 - A great introduction to Consulting Case Interviews
MECE – mutually exclusive collectively exhaustive
Slide64https://www.youtube.com/watch?v=4UY6IdVoMJ4
The Apprentice 2013
Slide65Case studies
Slide66https://www.youtube.com/watch?v=
YIl0b7dWHHY
Case Study
Can Gerry Robinson Fix the NHS?
Context
What are the Issues?
Approach?
What type of consultancy would be appropriate?
Slide67https://www.youtube.com/watch?v=eOdVXtNGSIs
Alex
Polizzi
- The Fixer BBC2
Hunter's Brewery – case study
Context
What are the Issues?
Approach?
What type of consultancy would be appropriate?
Slide68Figure 11.1
A simplified critical path analysis for a consulting project
Slide69Slide70Figure 11.2
An example of a page from a project log
Slide718.1 Perspectives in decision making – EVR Congruence
R
E
V
Resources
Organization
Operations
Assets
Competences
Environment
Externalities
Political
Economic
Socio-cultural
Technological
Environmental
Market
Customers
Competitors
Values
Expectations of
Stakeholder groups
Management style
Leadership
Culture
Adapted from Thompson 1999
© Robert Jones 2014
Effective decision making balances resources, environment and values
Slide728.1 Effective decision making is in the
overlap – the congruence of E-V-R
R
E
V
Resources
Organization
Operations
Assets
Competences
Efficiency
Environment
Externalities
Political
Economic
Socio-cultural
Technological
Environmental
Market
Customers
Competitors
© Robert Jones 2014
Values
Expectations of
Stakeholder groups
Management style
Leadership
Culture
Strengths
and
weaknesses
Opportunities
and
threats
Effective decision making
–
Matching
resources
with
the
environment
to satisfy
Values
and
expectations
o
f
stakeholders
Goals Objectives
Acceptability
Feasibility
Suitability
Slide73Slide74Slide75© Robert Jones 2013
Network Rail’s transformation programme structure
Slide76© Robert Jones 2013
Key Performance Indicators
Slide77© Robert Jones 2013
CP4 outputs
Slide78http://www.youtube.com/watch?v=b4q3i5aw6XQ
© Robert Jones 2013