MBAIntroductoryTrainingTheArtofConsulting英文.ppt

MBAIntroductoryTrainingTheArtofConsulting October2000 LearningObjectives agreaterunderstandingofhowthefirmwillevaluateyourperformanceandtheimplicationsforwhatyouneedtodoandhowyouneedtodoitagreaterawarenessofwhatyoucanexpectwhenyouarriveonaprojectandanunderstandingofhowyoucancontributenew orrefreshed skillsfordatagatheringandinterviewingapreliminarypersonaldevelopmentplanforthenext6 12months Attheendofthissession youwillwalkawaywithrulesofthumbtohelpyouthriveinthePwCconsultingenvironment Towardthisend thesessionwillhelpprovide Agenda WelcomeandIntroductionWarm upActivity TraitsofaneffectivePwCconsultant Roles ResponsibilitiesofaConsultantProjectOverviewFrameworkTablediscussions ConsultantCriticalSuccessFactors Behaviors BreakDataGathering InterviewingBreakPersonalDevelopmentPlanningFrameworkIndividualplanningSummaryandClosingActivityTableDiscussions Whatrecommendationswouldyouhavefornextyear sMBAs Warm up Warm upActivity Class wide WhatbehaviorsdoyouassociatewithaneffectivePwCconsultant Roles ResponsibilitiesofaConsultant Simplystated theobjectiveofourconsultingpracticeistoimprovetheperformanceourclients whilegeneratingprofitsandenhancingstaffcapabilities ThoughtLeadership RepurposedContent Relevant LeverageableExperience EnhancedStaffCapabilities skills knowledge experiences ClientShareholderValue FirmProfits Engagement Theneedtobalancethedemandsofthefirm clients andstaffcanattimesrequiremakingaseriesoftradeoffs Developingabroadskillsetbyworkingonabroadrangeofprojectsandindustries Leveragingpriorrelevantknowledgeofindustries subjectmattertodeliverproject Holdingstaffforthe perfect job Investinginthoughtleadershiptoexpandfirm sproductoffering Developingaunique blanksheet ofpaperapproachforaclientproblem Continuallycyclingthroughdifferentclientstodevelopabroadexperiencebase Meetingutilizationtargets Sellingproven easilyrepeatableprojects Leveragingpreviouslydevelopedcontent Developingdeepclientrelationships VS Forthefirmtobesuccessful itmustbeabletodothreethingswell developstaff marketandexecuteprojects CriticalFactorsforSuccess DevelopStaff Developskillsetsviatrainingandon the jobexperiencesDevelopandshareknowledge MarkettheFirm MaintainanappropriatelevelofinvestmentandreturnoninvestmentLeveragepriorexperiences ExecuteProjects Achieveanoptimalblendofnewandrepurposedcontent Therolesandresponsibilitiesofaconsultantcanbegroupedintothesamethreecategories theseresponsibilitiesremainconstantthroughoutone scareer althoughtheunderlyingtaskswillshift DevelopThoughtLeadershipManageProductsPromoteCapabilitiesBuildClientRelationshipsGenerateProjects DevelopTeamManageResourcesSolveCoreProblemsCommunicateResults DevelopStaff DotheWork MarkettheFirm RecruitDevelopSkillsandTransferKnowledgeNetworkMotivateandRetain Foreachtheseresponsibilities aconsultantshouldknow Whatismyrole andwhataremyresponsibilities HowwilltheserolesandresponsibilitiesevolveasIprogress Level3Consultantshavearangeofrecruiting skilldevelopment andknowledgetransferresponsibilities Responsibilities ExamplesastohowaLevel3Consultantcancontribute EnergeticallyparticipateinrecruitingeventsIdentifyhigh potentialcandidatesthroughpersonalcontacts networking resumesDeliverclear wellstructured case basedinterviewsSellPwCtoprospectiveemployeesMaintaina currentcontact rosterofformerclassmatesDeliverrecruitingpresentations Recruit Proactivelyunderstandperformanceexpectations requisiteindustry processknowledgeandneededconsultingskillsandproactivelyseektrainingidentifyproject baseddevelopmentneedswithminimalsupervisionanddefineplantoaddressClearlyeducateprojectteammembers clientsaboutnewmethodologiesoranalytictechniquesProvideadhocguidancetoassistjuniorstaffandclientpersonnelcompleteassignedtasksProactivelyseekconsultingbestpractices industryandprocessinsightsandotherskilltransferopportunitiesIdentifyreplicabletoolsoranalysisandcommunicatetorelevantpracticegroupmembersTakeanactiveroleinmentoringjuniorstaffinthepracticegroupParticipateindeveloping whitepapers andthoughtleadershippieces DevelopSkillsandTransferKnowledge DotheWork DevelopStaff MarkettheFirm DotheWork Level3salsonetworkwith train andretainotherstaff Responsibilities ExamplesastohowaLevel3Consultantcancontribute DotheWork DevelopStaff MarkettheFirm Tacklepersonalassignmentswithenthusiasm prideandcommitmentProactivelyseekprojectassignmentsandtaskswhicharepersonallychallengingandengagingWithguidancefromcoachand orotherseniorpractitioners proactivelycreatePwCcareerplanIdentifyandpositionyourselftoattractopportunitiesconsistentwithcareerplananddesiredpersonalgrowthOrganizeandleadinternalteambuildingeventsAssistprojectmanagerstodevelophighlymotivatedjuniorstaffandclientpersonnelServeasacoachfornewundergraduatehiresWorkwithpracticeleadershiptoaddresspracticeissues MotivateandRetain DevelopaninformalnetworkoffellowpractitionerstoleverageprojectinsightsandexperienceMaintainstrongawarenessofpracticegroups currentprojectsandpendingprojectsAllocateadequatetimeinPwCofficetodevelopstrongrelationshipswithfellowpractitionersDirectrecenthiresandotherstoappropriatepeopleandresources Network Level3ssupportandengageinavarietyofmarketingeffortsforPwC Responsibilities ExamplesastohowaLevel3Consultantcancontribute DraftcitationstocommunicatekeyprojectinsightsthroughoutpracticegroupDevelopandshareinnovativeanalytictechniquesDevelopandauthortheproposal receivinglimitedinputwherenecessary UnderstandPwCproductandserviceofferingsmethodologiesandkeycitationsUnderstandPwC MCS andSCstrategies goalsDisplaystrongcompetencyin1 2tools includingknowledgeofdetailedsteps strengths gaps andcitations DevelopThoughtLeadership ManagePwCProducts Tools ConvincinglydescribepersonalrolesandcontributionstorecentengagementsCrediblydiscussrecentwinsfortheFirmandresultsofhigh profileengagementsDemonstrateawarenessoftheFirm smajorpracticegroups competencies andspecialtypractices PromoteCapabilities MaintainpositiverelationshipswithclientstaffwithkeyinformationorresourcesProactivelyunderstandandconsistentlymeetorexceedallclientexpectationsEstablishfirm sreputationwithclientpersonnelDeveloprelationshipswithclientmanagersthatyieldcompetitiveinsights marketintelligence BuildClientRelationships Authormajorportionsofsuccessfulwrittenproposals e g problemstructuring credentials Identifyandpreliminarilyscopepromisingfollow onprojectsalesopportunitiesDevelopcompetitiveinsights e g withrespecttocompetitorsandkeybuyinginfluences forpotentialfollow onworkAssume fronttoback ownershipofproposalmaterials GenerateProjects DotheWork DevelopStaff MarkettheFirm Level3sservecriticalrolesinteamdevelopment resourcemanagement problemsolving andresultscommunication Responsibilities DevelopStaff MarkettheFirm DotheWork Level3Roles DotheWork ImplementteambuildingactivitiesSeekandrespectinputfromteammembersProactivelysupportteammatesManageassignedclientstaffand orPwCconsultantsIdentifypotentialteammemberswithrelevantskills interest Identifyinformationneededforfact basedanalysis anddevelopworkplansEnsureeachhouroftimeandout of pocketexpensechargedtoaprojectisaneffective efficientinvestmentProactivelymonitorprogress andprovidetimely accurateforecastsofprospectivedifficultiesIdentifyteammanagementopportunitiesBegintomanageclientteams ManageResources DevelopTeam SeekoutrelevantknowledgetoapplySynthesizefindingslogically defendapointofview anddefinerecommendationsDevelopinterviewguides conductinterviews leadfocusgroups andfacilitateworkingsessionsDemonstratestrongknowledgeofanalytictechniques frameworks andmethods SolveCoreProblems Clearlysynthesizeresultsofdatacollection analysisAuthorsectionsofwrittendeliverablesDeliverportionsofpresentationswithclarityandconfidencetoclientmanagementServeasakeyfacilitatoratclientworkshopsandpresentations CommunicateResults ExamplesastohowaLevel3Consultantcancontribute Beyondproblem solvingcapabilities eachnewconsultantisexpectedtopossesscertainadditionalcriticalskills traits DefiningQuestion IndependenceToleranceforAmbiguitySenseofOwnershipCreativityPersistence Cantheconsultantoperatewithminimumdirection Cantheconsultantsurvive andeventhrive whenfacedwithanill defined unfamiliarsituation Istheconsultantwillingtotakeownershipofaproblemortaskandbeheldaccountableforitsresolution Cantheconsultantdevelopunique outofthebox approachesandsolutionsthatleverageexistingcontent Istheconsultantunwilling totakenoforananswer whenitcomestodatacollectionandanalysis KeySkill Trait Criticalskills traits continued KeySkill Trait DefiningQuestion SolutionOrientationEnd ProductOrientationCollaborationOrganizationMulti levelThinking Istheconsultantcontinuallyfocusedonidentifyingsolutionsoralternativesratherthanemphasizingproblems Istheconsultantan angel sadvocate Istheconsultantcontinually workingbackwards fromahypothesis Doestheconsultantbringoutthebestinthosearoundherorhim Istheconsultantabletogrouptogetheravarietyofdataintocoherentcategories Cantheconsultanttransitioneasilyfromlookingatthe bigpicture todivingintotheanalysis PwCevaluatesallconsultantsandprincipalconsultantsalongthreedimensions 1 Teamwork cooperation2 Livingourvalues3 Evaluating developing coaching4 Peopleprogramparticipation 1 Productivity2 Financialmanagement3 Revenuegeneration4 Knowledgemanagement AddingvaluetoourClients AddingvaluetoourFirm AddingvaluetoourPeople 1 Projectresults2 Clientrelationships3 Innovation FY2000version ProjectOverview Let slookmorecloselyatthesetofrolesandresponsibilitiesassociatedwith DotheWork Mobilization SituationAssessment SolutionDevelopment ImplementationPlanning Learning PHASESOFTYPICALPROJECT Activity 10 minutetablediscussionsfollowedbyaclass widedebrief WewillassignonephaseofthetypicalprojecttoeachtableInyourtablegroups reviewtheresponsibilitiesassociatedwithyourassignedphaseDiscussthethingsthatyoubelievewillmakeaconsultanteffectiveduringthisspecificphaseRecordyourideasas EffectivenessTips Identifyonepersonfromyourgrouptoreportduringthedebrief Inthefirstphase theprimaryresponsibilityoftheconsultantistoassisttheteamleadinpreparingfortheprojectandpreparingtheworkplan Responsibilities EffectivenessTips UnderstandstudycontextandscopeUnderstandclientdynamicsProactivelycontributetoissueanalysis hypothesisgeneration andworkplandevelopmentAssumeownershipforportionsoftheworkplanDiscussdevelopmentneeds studypreferencesAskstructuredquestionsafterdevelopingpositionBuildrelationships withPwCandclientteammembers Readtheproposal UnderstandwhatconstitutessuccessUnderstandwhatcancausefailureBeginforminghypothesesasquicklyaspossibleLookforopportunitiestoassumeownershipAskquestions withapurposeandapointofview Inthesecondphase theprimaryresponsibilityoftheconsultantistobuildthe factbase thatwillserveasthebasisforconclusions Responsibilities EffectivenessTips Understandpurposeanduseofappropriateframeworks analysistools andtechniquesConductdatacollectionandanalysisinassignedarea primaryandsecondaryresearch AssumeownershipforaportionofthedeliverableProvideguidance coordinatestaffconsultantworkPreviewworkwithclientsBuildgoodworkingrelationshipswithPwCandclientteammembersUnderstandtheediting reportproductionprocess Inthethirdphase theprimaryresponsibilityoftheconsultantistodevelopastrong pyramid insupportofrecommendations Responsibilities EffectivenessTips ParticipateingeneratingandassessingalternativesandrecommendationsAssistteamleadindevelopingthestoryandfleshingoutthepyramidAssumeownershipforportionsoftheworkproductsanddeliverablesTestrecommendationswithclientsReviewanalysesanddeliverablesforaccuracyandconsistency Inthefourthphase theprimaryresponsibilityoftheconsultantistodevelopthedetailedplansthatlinkideasandactions Responsibilities EffectivenessTips AssistinpreparinganimplementationplanSupportselectedclientmanagersintranslatingchangeDevelopacommunicationsplanParticipateinperiodiccheckupsIdentifyemergingroadblockstoimplementationofpotentialsolutions Inthefinalphase theprimaryresponsibilityoftheconsultantistoidentifyopportunitiesforbothlearningandknowledgesharing Responsibilities EffectivenessTips PreparetheanalysesanddeliverablesforclientdeliveryIdentifylessonslearnedandpracticedevelopmentopportunitiesPreparetheworkpapers hardandsoftcopies Developacitationforthisengagement andincorporateinyourresume Consultantsshouldknowthatcertainbehaviorsarekeytosuccess particularlywhendealingwithclients BeHonest Whenyoudon tknow sayso Whenyou renotsure admititandoffertofollowup BePrepared Bepreparedfortheinevitablequestions bothstraightforwardandleading BeDiscreet Becarefulwithwhatyousay assumethattheclientislisteningatalltimes BeSensitivetoClientPerceptions Beawareofclient sperceptions andavoidbehaviorsthatreinforcetheseperceptions Thekeytomanagingclientperceptionsistoputyourselfintheplaceoftheclient andthentoactaccordingly TipstoManage RebutBehaviorsthatReinforceaNegativePerception They reoverchargingus Don tperformnon value addworkduringworkinghoursand orinfrontoftheclientKeepreferencesof conspicuousconsumption toaminimum ClientPerceptions Theythinkthey rebetterthanus Adapttoclient sbusinessenvironment e g workinghours dresscodes TreatalllevelsofclientpersonnelwellBeconsciousoftheclient stimeDon toverestimateyourownimportance Theydon tunderstandourbusiness DoyourhomeworkTakeaninterest Theyarecarpetbaggers Formrelationships withoutjeopardizingyourobjectivity Break DataGathering Interviewing Objectivesforthissection ProvideanoverallcontextandguideforgatheringdataduringaprojectUnderstandhowdatawillsupportanalysesandotherprojectobjectivesIdentifywheretoobtaindataLearnhowtoorganizeactivitiesandtasksImproveyourabilitytostructureandperformclientinterviewsWhentouseaninterviewContentsofaninterviewguideStructureofaninterviewInterviewtips SectionAgenda DataGatheringApproachInterviewProcess DefineDataGatheringRequirements DevelopDataGatheringPlan GatherData Astructuredapproachtogatheringdatacansupportprojectsthroughoutmultiplephases StrategicChangeFramework DataGatheringApproach Mobilization SituationAssessment StrategyDevelopment ImplementationPlanning Learning KeyPurpose DeterminedatarequirementsIdentifyspecificdataneedstiedtoproposedanalyses DEFINEDATAREQUIREMENTS DetermineotherprojectrelatedrequirementsProvidecontextforprojectManagestakeholdersBuildrelationshipsIdentifyandqualifydatasourcesEstablishcredibilityfortheprojectandprojectteamwithintheorganization DefineDataGatheringRequirements DevelopDataGatheringPlan GatherData Whendefiningdatarequirements considerthatdatagatheringactivitiescanserveavarietyofpurposes KeyActivities DEVELOPDATAGATHERINGPLAN IdentifydatasourcesPrimarydatasourcesSecondarydatasources DetermineappropriatedatagatheringactivitiesInterviewsFacilitatedworkshopsSurveyLiteraturesearchOn lineresearchArchivalresearchBestpracticesObservation SequencedatagatheringactivitiesDeterminedependenciesConsiderlogisticalrequirementsEvaluateprojectdeliverabletimelineDetermineorderbetween withinactivities AssigndatagatheringresponsibilitiesPwCteammembersClientpersonnelDataservice contractassistance DefineDataGatheringRequirements DevelopDataGatheringPlan GatherData Acomprehensivedatagatheringplanconsiderswheretoobtainthedataandhowtoorganizeactivitiesandtaskstomaximizetheefficiencyandeffectivenessofourefforts Pre surveyactivitiesIdentifyparticipantsandlocationEnlistappropriatesponsorshipLineupsurveyprocessingsupportDeterminesurveytimetableSelectsurveyvehicle e g electronic paperbased telephone Designandpilotthesurvey KeyActivities SurveyExample GATHERDATA ExecutesurveyDistributesurveyQueryparticipantstoensurepropertooluseFollowuppriortosurveyduedate Post surveyactivitiesCompiledataReviewdataforconsistencyandcompletenessClarifydataanomalieswithparticipantsPreparedatabaseforanalysis DefineDataGatheringRequirements DevelopDataGatheringPlan GatherData Successfuldatagatheringrequiressignificantpre andpost work SectionAgenda DataGatheringApproachInterviewProcess Definenatureandscopeofinterviews Developinterviewguide Makearrangements Conductinterviews Analyzeandsummarize INTERVIEWPROCESS Followastructuredprocessfromdefinitionoftheinterviewprogramtotheanalysisandsummaryofthefindings HypothesisGeneratingInterviewsClientobjectives Real issuesHowthingsworkUnderlyingproblemsWhere bodiesareburied Clientculture DataGatheringInterviewsMarkettrendsCompetitivesituationOrganizationalissuesIndustryeconomicsTechnologyHarddataSalesforceNetpriceMarketshare ValidatingInterviews Blindspots FeasibilityofrecommendationsValidityofanalysis estimatesOutsideperspective customers suppliers PoliticsCredibility 1 DEFINENATUREANDSCOPEOFINTERVIEWS Generallytheteamusesinterviewstogainaperspectiveorgatherdatathatisn tavailablefromwrittenmaterials CategoryClientPwCSMEs Gov tAgencies UniversitiesCustomersDistributorsSubstitutesCompetitorsSuppliers TypicalIntervieweea Seniormanagementb Technicalstaffc SalesmanagersandsalesstaffIndustry expert Buyer specifierDealer salesmanagerSeniormanagementSeniormanagementSuppliersalesindividual PurposeUnderstandhowclientseestheproblemUnderstandproducts applications technologyUnderstandmarketdata buyingprocess factorsUnderstandgeneraldynamicsofindustry politicalconsiderations regulatorytrendsUnderstandcustomerneeds purchasingcriteria competition marketdataUnderstandmarketdata viewofclientandcustomersUnderstandeconomicsofsubstitution reactionofmarketCheckourview understandposition responseIntegratewithclient importancetodrivingclient sbusiness When First Second Third Last Duringatypicalengagement talktoarangeofpeopleinasequencethatallowstheteamtobuildonitsknowledge Illustrative Recommendeduse NatureofInterview In depthInterview ComplexIssues SensitiveTopics Data intensive QualitativeIssues ShortInterviews TargetedInformation LargeNumberofInterviews In person Phone FocusGroup TwoInterviewers TypeofInterview Thedecisionastohowandwheretoconductinterviewsdependsonthenatureoftheinterview Illustrative Interviewee ClientInterviews Customer SupplierInterviews CompetitorInterviews Third partyInterviews In person Phone FocusGroup TwoInterviewers TypeofInterview Recommendeduse andonthetypeofinterviewees Illustrative Useissueanalysisasastartingpoint TopicsDataneeds S