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Consultancy Skills overview - PPT Presentation

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

www figure watch youtube figure www youtube watch https consulting case information client amp consultancy model analysis decision jones

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Slide1

Consultancy Skills overview

Robert Jones

robert.jones@anglia.ac.uk

Slide2

https://

www.youtube.com/watch?v=KytKQhtD48Y

Slide3

Figure 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.

Slide4

What is consulting / management consultancy?

Slide5

1. What is consulting / management consultancy?

https://www.youtube.com/watch?v=3wPeND2gvqc

Slide6

Seven keys to successful consulting

https://www.youtube.com/watch?v=9zU2Q654vtQ

Slide7

Slide8

Consulting

humour

The Consultants

https://www.youtube.com/watch?v=9KtqGhoddF4

Slide9

Why do companies buy management consultancy?

Slide10

6. What are the main skills of a good consultant?

What makes a great consultant?

https://www.youtube.com/watch?v=oxFK6lQLGxE&list=PL1u9bQdmE5EEehC8RMOcTFsMoQIcL7nT6

Slide11

http://

www.houd.info/Fads.pdf

Slide12

What is the role of the consultant?

What should consultants do?

https://www.youtube.com/watch?v=vv3p6lMdC7c

Slide13

Inside McKinsey

https://www.youtube.com/watch?v

=2C5a2L5NHl0

Slide14

Exhibit 1.3

A model of the elements of strategic management

Slide15

Grant Thornton

Slide16

If you are not part of the solution

There is good money to be made in prolonging the problem

Larry

Kersten

Slide17

Anglia Property Preservation – case study

https://www.youtube.com/watch?v=WxwQnYldwi4

https://

www.youtube.com/watch?v

=

OWymwxJzYlU

Slide18

http://www.slideshare.net/joeomahoney/introduction-to-consulting-slides

Slide19

Client

Clarify

Create

Change

Confirm

Continue

Close

Seven Cs of Consulting

Slide20

Exhibit 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

Slide21

Good strategy is in the

overlap

Often, the environment E moves

and the

organisation

does not move

- this can be fatal (strategic drift)

Slide22

Metanoia

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)

Slide23

Figure 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.

Slide24

Figure 7.2

Push–Pull model

Slide25

Figure 7.4

16PF Plot Example

Slide26

Figure 8.1

Consultant–client interaction

Slide27

Figure 9.7

Example of a force-field diagram

Slide28

Figure 10.1

A traditional model of organisational decision-making

Slide29

Figure 10.2

The dimensions of a business decision

Slide30

Figure 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.

Slide31

Figure 11.1

A simplified critical path analysis for a consulting project

Slide32

Figure 11.2

An example of a page from a project log

Slide33

Figure 1.1

The managerial role profile

Slide34

Process

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

Slide35

Soft Systems Methodology

Slide36

Consultancy interview – part 1

http://www.youtube.com/watch?v=--qrJl2Gb8M

Slide37

https://www.youtube.com/watch?v=pi5gSGK6ZvA

Consulting interview – part 2

Slide38

How to crack a consultancy case study

Bain and Co

https://www.youtube.com/watch?v=qbP8QKlXjKg

Slide39

Consulting Interview, Kevin P. Coyne,

former McKinsey Worldwide StrategyCo-leader

http://www.youtube.com/watch?v=NFiqnlNocD8

Slide40

Some frameworks

Slide41

Figure 6.2

Stakeholder analysis

Slide42

Figure 6.3

Whole product model

Slide43

Figure 6.4

Pareto analysis

Slide44

Figure 6.5

S-curve analysis

Slide45

Figure 6.10

Decision gates

Slide46

Figure 6.11

Wharton grid

Source

: ©Boardroom Associates, 2007

Slide47

Figure 6.13

Extended Ansoff matrix

Source

: ©Boardroom Associates, 2011

Slide48

Figure 6.14

Eisenhower grid

Slide49

Figure 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.

Slide50

http://www.ted.com/talks/yves_morieux_as_work_gets_more_complex_6_rules_to_simplify?language=en#t-471273

Slide51

Slide52

Figure 6.17

Scenario worlds

Slide53

Figure 6.18

Use of the analytical tools

Slide54

Figure 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.

Slide55

Figure 7.2

Push–Pull model

Slide56

Figure 7.4

16PF Plot Example

Slide57

Decision 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.

Slide58

Pareto 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

Slide59

Pareto 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

Slide60

https://www.youtube.com/watch?v=dwsQ2f2wYpU

Comprehensive McKinsey Hypotheses Based Case Interview Approach

Slide61

https://www.youtube.com/watch?v=8IcBHjYFwZ8

Comprehensive McKinsey, Bain & BCG Operations Case Approach

Pepsi example

Slide62

https://www.youtube.com/watch?v=nGzYzq3Wsos

Interviewing with McKinsey: Case study interview (advice and reflections)

Slide63

https://www.youtube.com/watch?v=6R5bT4cJh0A

Case Interview 101 - A great introduction to Consulting Case Interviews

MECE – mutually exclusive collectively exhaustive

Slide64

https://www.youtube.com/watch?v=4UY6IdVoMJ4

The Apprentice 2013

Slide65

Case studies

Slide66

https://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?

Slide67

https://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?

Slide68

Figure 11.1

A simplified critical path analysis for a consulting project

Slide69

Slide70

Figure 11.2

An example of a page from a project log

Slide71

8.1 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

Slide72

8.1 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

Slide73

Slide74

Slide75

© Robert Jones 2013

Network Rail’s transformation programme structure

Slide76

© Robert Jones 2013

Key Performance Indicators

Slide77

© Robert Jones 2013

CP4 outputs

Slide78

http://www.youtube.com/watch?v=b4q3i5aw6XQ

© Robert Jones 2013