贝恩岗位职责-GreatAC.ppt

Developer:DaphneLi,Reviewer:SusanLonerganCarthaOHareJohnClarke,bc,HowtobeaGreatAC,March1998,Copyright1998Bain&Company,Inc.,2,GreatAC,GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeaways,Agenda,3,GreatAC,GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeaways,Agenda,4,GreatAC,Baincaseteamsaddressaconsiderablerangeofstrategicissues.,Strategyconsulting,Corporatestrategy,Businessunitstrategy,Performanceimprovement,Howshouldacompanywithmanybusinessesachieveitsgrowthobjectives?,Howshouldabusinessunitrespondtoitscompetitors?,Howmanymanufacturingplantsdoesacompanyneed?Whatproductsshouldclientproduceineachplant?,Example:,TypesofStrategicIssues,5,GreatAC,Compoutek,Axels-4-Rent,Businessproblem:,Answer:,First-yearACworkstream:,Lengthofcase:,ACtravel:,Businessunitstrategy(PCbusinessunit),ExittheretailPCmarketCutcoststhroughcomplexityreductionImplementprocessandorganizationredesign,PhonecompetitorstogatherdataaboutthePCmarketAnalyzeclientdatarelatingtoaccountsreceivableandinventoryturnsBuildeconomicmodel,Threemonths,Monthlylocalvisitstoclienttogatherdataandattendmeetings,Corporatestrategy(growthstrategy),TargetandretainmostprofitablecustomersthroughmarketingprogramsandtravelagentcommissionstructuresFocusoncorporateaccountsthatarealreadypenetrated,butarecurrentlyunderperforminginsharetargets,SizerentalcarmarketbasedonsecondaryresearchandcustomersurveysSpliceanddiceclientcustomerdatabasetoestablishsegmentsResearchothercompaniesretentionprograms(e.g.,airlinesfrequentflyer),Sixmonths,WeeklytripstoNYCforclienttaskforcemeetings,ExampleofCaseteamAssignments,6,GreatAC,CaseteamCoordinator,Vice-President,Manager/CTL,ExperiencedConsultant,NewAC,NewConsultant,ExperiencedAC,Whileyoumayfrequentlyencountervariations,atypicalcaseteamstructurelookslikethefollowing:,CaseteamStructure,7,GreatAC,Yourmixofresponsibilitieswillvaryfromcasetocase.,Thejob,Research/datagathering,Analysis,Communication,Team,MarketsizeanddynamicsCompetitorsClientdataCustomers,DatabasemanipulationModelsinExcelRegressionsDataintoappropriateslideformatArrivingatthestrategicanswer,BlankslidesstorylineproperformatOralcommunicationinformalteammeetingswithconsultant/mangeroverheadstocaseteam,CoordinatingworkstreamswithotherACs/consultantsParticipatinginteambrainstormingsessionsandteammeetingsOverseeingproductionforpresentationsCaseteamevents,AreasofResponsibility,8,GreatAC,FlawlessexecutionwilldestineACsforgreatness.Theycapitalizeontheresourcesavailabletothem,andshowawillingnesstodowhateverittakestogetthejobdone.,Getthejobdone,Executeonyourworkplan,Communicateup,Understandthe“BigPicture”,Deliverwithzerodefects,DevelopandupdateyourworkplanKeepan80/20fallbackplanExecute-focusontheassignedtaskAfter6-12months,takeamoreactiveroleinintellectualleadershipofyourpieceofwork,CommunicateregularlyandfrequentlywithyourmanageruseAnswer-Firstand80/20tag“redflags”seekhelpprioritizingleveragemanagertoaddadditional10%insight,Always“knowthewhy”inthecontextofthe“BigPicture”,Performzerodefectanalysisdocumenteverythingproof,proof,proofrealitycheck,KeySuccessFactors,9,GreatAC,Always“knowthewhy”inthecontextofthe“BigPicture”.,Whyareyoudoingthiswork?whatistheBigPicture?whereisthevalue?whatistheclientexpecting?Whatdoesyouranalysismeanandwhyisitimportanttotheclient?Whatarelikelyquestionstobeaskedofyou?byyourteambyyourclient(s)Whatsensitivityanalysesillustrateresponsestopotentialquestionsorclarifyissuesforyou?whataboutclientsensitivityanalyses?Whatrealitycheckscanyoudotodemonstrateknowledgeofthewhy?useof80/20benchmarksfocusofyourqualitychecks,“KnowtheWhy”,10,GreatAC,ArecentexperienceatSACtrainingillustratestheimportanceof“knowingthewhy”inthecontextofthe“BigPicture”.,Developpresentationonbusinessunitstrategy,Assignment:,Theclientcanbeprofitableandshouldmilkitsbusiness,Hypothesis:,MarketisgrowingClienthaslowcostpositionCompetitorsnotathreatnextlargestplayerhighercost,Assertions:,“WecandoaBDPtofigureoutwhereourclientcanlowercosts”“Costsarerelativelysimilar”,SACsreaction:,Data:,Whatdidtheymiss?,RCP,Question:,BigPicture-“KnowtheWhy”:Example(1of2),11,GreatAC,Moreon“knowingthewhy”-whattheACsmissed.,“WecandoaBDPtofigureoutwhereourclientcanlowercosts”“Costsarerelativelysimilar”,SACsreaction:,CompetitorislowestcostCompetitorcanlowerpricetogainshare“Milk”isnotafeasiblestrategy,Whattheymissed:,Evaluatethecompetitivethreat,notdesign“milking”strategy,Nextstep:,Data:,ThisteamgotcaughtupinthedetailsoftheanalysisNeedtostepbackandlookat“BigPicture”,Lessonlearned:,RCP,BigPicture-“KnowtheWhy”:Example(2of2),12,GreatAC,Afteryouhaveperformedyouranalysis,steppingbackisessentialtogettingtheBigPictureinfocus.,DoublecheckyouroutputAretheseresultssurprising?Why?Doesthisallmakesense?PuttheresultsonaslideorslidesIsthereasowhatfromtheslide?Whataretheimplications?Whatcouldclientresponsesbe?concerns/threatsconfusionIsthereabetterwaytopresentthedata?audiencebetterrepresentationofkeypoint(s)Whatdoesthismeanfortheclient?HowdoesthisfitinwithBainswork?Whatisthebestwaytoarticulatethekeytakeawaysoftheslide:whatisyourmanagerexpecting?howdoesthisanalysisfitintothelargercasequestion(s)?,Presentingyourdatawellcanbemoredifficultthanperforminganalysis,SteppingBack,13,GreatAC,GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeaways,Agenda,14,GreatAC,Hi,Manager,Whatdoyouwanttotalkabouttoday?,ImsorrybutIcantgiveyouthatinfoforyourupdatetodaytheclienthasntgivenmethedata.,Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!,Ithinktheansweris$650M,butcantrememberbutdontworry,Ihaveitatmydesk!,IdontknowhowImgoingtodothismarketmap.Noneofthesecompaniesarepublic.,WhatsWrongWithThisPicture?(1of6),15,GreatAC,Problem:,BDP:,Noagenda,Comewithobjectivesandagenda,Hi,Manager,Whatdoyouwanttotalkabouttoday?,ImsorrybutIcantgiveyouthatinfoforyourupdatetodaytheclienthasntgivenmethedata.,Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!,Ithinktheansweris$650M,butcantrememberbutdontworry,Ihaveitatmydesk!,IdontknowhowImgoingtodothismarketmap.Noneofthesecompaniesarepublic.,WhatsWrongWithThisPicture?(2of6),16,GreatAC,Problem:,BDP:,Didnotinformmanagerofroadblocks,Provideyourmanagerwithfrequentupdates,Hi,Manager,Whatdoyouwanttotalkabouttoday?,ImsorrybutIcantgiveyouthatinfoforyourupdatetodaytheclienthasntgivenmethedata.,Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!,Ithinktheansweris$650M,butcantrememberbutdontworry,Ihaveitatmydesk!,IdontknowhowImgoingtodothismarketmap.Noneofthesecompaniesarepublic.,WhatsWrongWithThisPicture?(3of6),17,GreatAC,Problem:,BDP:,Didnotaskforprioritization,AskmanagertoreprioritizewhenevernewworkisaddedtotheworkplanLetmanagerknowifworkistakinglongerthananticipated,Hi,Manager,Whatdoyouwanttotalkabouttoday?,ImsorrybutIcantgiveyouthatinfoforyourupdatetodaytheclienthasntgivenmethedata.,Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!,Ithinktheansweris$650M,butcantrememberbutdontworry,Ihaveitatmydesk!,IdontknowhowImgoingtodothismarketmap.Noneofthesecompaniesarepublic.,WhatsWrongWithThisPicture?(4of6),18,GreatAC,Problem:,BDP:,Nobackup,Alwaysbringbackup,Hi,Manager,Whatdoyouwanttotalkabouttoday?,ImsorrybutIcantgiveyouthatinfoforyourupdatetodaytheclienthasntgivenmethedata.,Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!,Ithinktheansweris$650M,butcantrememberbutdontworry,Ihaveitatmydesk!,IdontknowhowImgoingtodothismarketmap.Noneofthesecompaniesarepublic.,WhatsWrongWithThisPicture?(5of6),19,GreatAC,Problem:,BDP:,Notpushingissuestorecommendations,Ifyourunintoroadblocks,brainstormandofferalternatives,Hi,Manager,Whatdoyouwanttotalkabouttoday?,ImsorrybutIcantgiveyouthatinfoforyourupdatetodaytheclienthasntgivenmethedata.,Ihadtostayupallnightbecausemymanagerkeptaddingtomylistofthingstodo!,Ithinktheansweris$650M,butcantrememberbutdontworry,Ihaveitatmydesk!,IdontknowhowImgoingtodothismarketmap.Noneofthesecompaniesarepublic.,WhatsWrongWithThisPicture?(6of6),20,GreatAC,“Pushback”arewordsyouwillhearoften.,WhenPushingBackMayBeAppropriate,WhenPushingBackMayNotBeAppropriate,Youdidthesameanalysislastweek(andtheweekbefore)Youhaveagoodrelationshipwithyourconsultant/CTL/managerandbelievethisanalysisisunnecessaryYouvebeennonstop,withoutsleepworkingonthiscasefor72hoursSomepeopleonyourteamhavebeencomplainingabouttoomuchfreetimeandyouvebeencrunchingpastmidnightforthelasttwoweeksYoureonvacationItisuncleartoyouhowtheanalysisfitsintothegreaterpicture/overallcaseobjectivesYoursupervisorisbeingunnecessarilydemanding,ItsyourfirstweekonthecaseYoudontknowhowtodotheanalysis(ask)Youreallywanttoski/gotothebeachtomorrowYouvebeendevotingmostofyourtimetoyourothersideYoujustgotbackfromvacationYouresickofthiscaseYoudontliketheconsultantyoureworkingwithTheworkis/appearsboringormundaneTherearenootherresourcesavailabletocompletepieceofworkYoubelieveyouretoosmartforthetypeofworkrequiredYoutoldyourroommateyouwouldmeetherfordrinksat6:30,AdviceonPushingBack,21,GreatAC,YouknowtheresapreezonMonday,butyouhaveplanstogoskiingfortheweekend,Itstimetobeateamplayer-especiallyifthispreezhasbeenonthecalendarforawhile,Situation,Solution,Offerto(1)returnafteryourdinnerand(2)comeinearlierthantherestoftheteamtocompensate,Letyourmanagerknowthatyouraerobicsisimportanttoyou,butalsoshowsomeflexibility,Gotoyourdoctorsappointment.Asarule,letyourmanagerknowifyouwillbeoutoftheofficeforaconsiderablelengthoftime,Youknowtherestoftheteamisherecrunching,butyouwouldreallyliketohavedinnerwithafriendwhosintownjustfortoday,Youwanttogotomymorningaerobicsclass,butyourmanagercallsalastminuteacaseteammeetingforthattime,Youhaveanimportantdoctorsappointment,butyourmanagerjustscheduledaclientmeetingthatyouneedtoattendwithher,PushingBack:Examples,22,GreatAC,GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeaways,Agenda,23,GreatAC,Preparationpacking,TheACrole,Ensuringtheperfectclientmeeting,Preparation:backup&logistics,EnsuringthePerfectClientMeeting,24,GreatAC,Maintainback-upbookandleaveaudittrailatalltimes(dontwaituntilpresentationisover!)makeback-upuser-friendlyincludesensitivityanalysesandotheranalysesbeyondmaterialshownanticipatequestionshaveacheatsheetMakecopies(whenappropriate)letyourteamtakenotescanusecopiestomakechangesnumberpages(bluepencilsdontcopy)Carrynecessarysuppliestomakecorrections,calculations,measurementsAnticipateproblems(clientcopiers,brokenstaplers,etc.)Bringrelevantcaseworkoutsideofpresentationolderworkannualreports,financialssamplesurveys,modelstableofcontentsKeepdesk/filesorganizedsoteammemberscanfindneededmaterialswhenyouareoutoftheoffice,Goodpreparationforclientmeetingsisaninvestmentwithastronomicalreturns.,Preparation(Back-up),25,GreatAC,KnowlogisticstravelplansandoptionsmeetingtimesandlocationsdirectionsphonenumbersandcontactsKnowyourposition:bepreparedtopayforpettycashitemsoffertodriverentalcarscoordinatelast-minuteemergencies/travelchangesNevermakeanyonewaitforyoutraveltip:dontcheckbaggageslowsyoudowninairportsleavesyouatriskforlostbaggage,Preparetobethelogisticspointpersonforclientmeetings.Assumingthat“someone”hastakencareoflogisticsisapreludetodisaster.,Preparation(Logistics),26,GreatAC,Openyourbriefcase-listitscontentsWhatwouldyouaddifyouweretravelingtoaclientpresentationtomorrow?Compareyouranswerto“TheUltimateTravelPackage,”whichfollows,PreparationPackaging(Exercise),27,GreatAC,Packyourbriefcasetocoverawiderangeofcontingencies.Dontmakeassumptionsaboutwhatotherteammembers“should”becarrying.Andremember:ahand-drawnslideoflast-minuteinsightsisbetterthanafully-producedslideoferrors.,“TheUltimateTravelPackage”,Contactinformation,Tools,Officesupplies,BainandclientphonelistsBusinesscardsDailycalendar,CalculatorPCpowercordphoneplugfilesdownloaded,ClearblankacetatesGraphpaperWritingpaper/notepadSoftleadmechanicalpencilsRuler,White-outtape(thickandthin)PaperclipsBinderclipsRubbereraserManilafoldersBlackslidepens(finelineandthickline),“TheUltimateTravelPackage”,28,GreatAC,Reviewandprepareappropriatelytomeettheobjectivesoftheclientvisitunderstandexpectationsofyourparticipation(whatareyousupposedtogainfrom/contributetothemeeting)Gaugeyourdegreeofparticipationtothemeetingsmake-upasaruleofthumb,thehigherthelevelofclientsinvolved,thelessyouwilltalkIfyouranalysis/areaofexpertiseisbeingdiscussed,offerinsightsrelevantdiscoveriesquestionsAskyourmanagerorCTLwhatroleyououghttoplayattheveryleast,playtheroleofengagedobserverIfyouhaveclientmapsattendingtaketheopportunitytobuildtherelationshipmakesureyouprewiregetreaction/feedbackAlwaystakenotes(preparingasummarymaybehelpful)AlwayscarefullythinkaboutwhatyousayanddoageisfrequentlyaliabilityAlwaysbeattentive/engaged(dontfallasleepordaydream),Yourinvolvementattheclientwilldependonyourteamsstyle,butingeneral:,YourRoleintheClientMeeting,29,GreatAC,GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeaways,Agenda,30,GreatAC,Style(self-projection),Selfpresentation,Preparation,Self-management,Communication,DevelopingPersonalStyle,31,GreatAC,Bainscultureandrelativeyouthmakeiteasytoforgettheimportanceofselfpresentation,especiallyinnon-officesetting.,Conveyconfidence,notarrogancemakeeyecontactenunciateclearlyprojectacan-doattitudechallengeconstructively-askquestionsCreateapresencerememberthatprofessionaldoesnotequalnopersonalityinteractwithothersaroundyouMakeyourselfavailableduringreasonablehoursdontabusethenofacetimepolicyDressprofessionallyinlinewithofficeandclientnorms,SelfPresentation,32,GreatAC,SuccessfulACsregardself-preparationasfundamentaltoprojectinganimageofcompetence,engagementandprofessionalism.,WhenyoumeetwithothersbringcalendarHP12CnotepadyourbrainForcaseteammeetingsunderstandwhatissueswillbecoveredtalkwithsupervisoraboutwhatyoushouldcoverbringrelevantmaterialsdetermineappropriatelevelsofdetailbeabletotalkaboutimplicationsofyouranalysis,nextsteps,etc.Forclientmeetingslookandbeorganized:makesureyouhavetherelevantpiecesofanalysisbepreparedtoanswerquestionsaboutsources/methodologiesknowhowtoexplainyourslidespresentationlayout(e.g.,marimekko,growthsharematrix)howanalysiswasdone(ifasked)keytakeaway/insight,Preparation,33,GreatAC,Fromthestart,oneofthemostvisibleimagesyouwillprojectisyourabilitytomeetdeadlines.,BeontimeforcallsandmeetingsMakesureyouclearlyunderstandyourdeliverablesandwhentheyareneededIfyouanticipateproblemsinmeetingadeadline,letpeopleknowbeforeyourelateNeverkeepanyonewaiting,SelfManagement:TimeandTimelines,34,GreatAC,Sinceweareaculturedependentonvoicemails,masteringtheartofleavingvoicemailsisvital.,KeepthembriefandtothepointuseAnswer-Firstifyouneedtocoveralotofmaterial,outlinefirstwhatistheminimumyouneedtosaytoconveyyourmessage?GaugemessagetotargetaudiencemanagersandVPsdonthavealotoftime-orpatience-forlongmessagesurgentmeansdifferentthingstodifferentpeopleChangeyourmessage,whenappropriateoutoftheofficeforadayortwo-changeyourdailygreetingonvacation,outforaweek,etc.:useanextended-absencegreetingandtellpeoplewhetherornotyouwillbecheckingyourmessagesAnswer/actuponvoicemailsinatimelymanner,Communication:VoicemailTactics,35,GreatAC,GettingthejobdoneManagingupTheperfectclientmeetingDevelopingpersonalstyleBuildingarewardingcareerKeytakeaways,Agenda,36,GreatAC,TheroleofthenewAC,Roleevolution,Coaching,Non-caseopportu-nities,Upsanddowns,Peopleresources,ACrole,Professionalgrowth,Lifebalance,Arewardingcareer,CreatingaRewardingCareer,37,GreatAC,RelativeEmphasiswithinTeam,Manageproduction,Informationgathering/datacollection,Analysis,CoordinatewithCTCsandGraphicsKeepcontroldeck,assembleblack-book,whennecessaryQualitycontrol,qualitycontrol,qualitycontrolProof,proof,proof,Identify/read/summarizerelevantinformationUtilizemultiplesources(includingalternative-Internet,expertgroups,etc.)LeveragepastBainworkonotherteams(BRAVA)Siftthroughclientdataforrelevantinformation,Pullinformationanddatatogetherinmeaningfulfashion-wherearegaps/opportunities?DevelophypothesisofpossibleoutcomesUnderstandtrendsandshiftsinmarketplaceModeltrendstodeterminelikelyoutcomesLookfordifferentwaysofcuttingdataOrganizeanalysisintomeaningfulstoriesLinktooverallcaseteamquestions/objectivesExecutezero-defectanalysis,ArticulatecaseobjectivesBlankslideanalyticalloopExecuteonanalysisUpdatemanagerappropriately,Workstreamownership,TheRoleoftheNewAC,38,GreatAC,Overtime,youwillassumemoreresponsibilityfortheanalyticalaspectsofthework.Youshouldtakeownershipofyourworkearlierthanexpectedandconstantlyaimtoover-deliver.,Likelyresponsibilities:,Likelydirectcontacts:,Relationship/placeonteam:,Firstfewmonths,Sixmonths,Oneyear,Twoyears,SAC,ManagingproductionDatacollectionBasicanalysis,BasicanalysisDatacollectionProduction,InputtoworkstreamComplexanalysisDatacollectionProduction,OwnworkstreamStorylinesComplexanalysisDatacollection,WorkwithnewACsOwnworkstreamStorylinesComplexanalysis,ConsultantsSeniorACs,ConsultantsManagers/CTLs,SeniorconsultantsManagers/CTLs,Managers/CTLsVPs,InformationabsorberAdjustingtoBainculture,DevelopingexpertiseBasetomid-levelclientcontact,ResourcetonewerteammembersMid-levelclientcontact,Interface/prewirewithclientsResourcetonewerteammembers,SupervisorofnewmembersDirectclientmap,ConsultantsExperiencedACs,RoleEvolution,39,GreatAC,Asyoulearnthejob,yourroleindrivingtotheanswerwillexpand.,Analysis/executionofworkstream,Blankslidesforworkstream,Casehypothesis,Nextstepsforworkstream,ChangesinACFocusOverTime,40,GreatAC,Regularinformalandformalfeedbackisessentialtoyourprofessionaldevelopment.,StartwithaskillplanYourcolleagueswantyoutosucceedandfrequentlytheyhavecommentsandsuggestionstheycansharewithyoubeaggressive,yetbalanced,inaskingforfeedbackfollow-upafteryouhavetriedtomakechangesSomemanagersofferonlyconstructivecriticism-othersofferonlypositivefeedbackaskforbothsidesofthest