咨询的艺术ppt课件

1、MBA Introductory TrainingThe Art of ConsultingOctober 2000Learning Objectivesa greater understanding of how the firm will evaluate your performance and the implications for what you need to do and how you need to do it a greater awareness of what you can expect when you arrive on a project and an un

2、derstanding of how you can contributenew (or refreshed) skills for data gathering and interviewinga preliminary personal development plan for the next 6-12 monthsAt the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.Toward this end, t

3、he session will help provide:AgendaWelcome and IntroductionWarm-up Activity: “Traits of an effective PwC consultant Roles & Responsibilities of a ConsultantProject OverviewFrameworkTable discussions - “Consultant Critical Success Factors/Behaviors BreakData Gathering & InterviewingBreakPersonal Deve

4、lopment PlanningFrameworkIndividual planningSummary and Closing ActivityTable Discussions - “What recommendations would you have for next years MBAs?Warm-upWarm-up Activity - Class-wideWhat behaviors do you associate with an effective PwC consultant? Roles & Responsibilities of a ConsultantSimply st

5、ated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilitiesThought LeadershipRepurposed ContentRelevant, Leverageable ExperienceEnhanced Staff Capabilities(skills, knowledge, experiences)Client Shareholder ValueF

6、irm ProfitsEngagementThe need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffsDeveloping a broad skill set by working on a broad range of projects and industriesLeveraging prior relevant knowledge of industries/subject matter to deliver project

7、Holding staff for the “perfect jobInvesting in thought leadership to expand firms product offeringDeveloping a unique, “blank sheet of paper approach for a client problemContinually cycling through different clients to develop a broad experience baseMeeting utilization targetsSelling proven, easily

8、repeatable projectsLeveraging previously developed contentDeveloping deep client relationshipsVS.For the firm to be successful, it must be able to do three things well - develop staff, market and execute projectsCritical Factors for SuccessDevelop StaffDevelop skillsets via training and on-the-job e

9、xperiencesDevelop and share knowledgeMarket the FirmMaintain an appropriate level of investment and return on investmentLeverage prior experiencesExecute ProjectsAchieve an optimal blend of new and repurposed contentThe roles and responsibilities of a consultant can be grouped into the same three ca

10、tegories - these responsibilities remain constant throughout ones career, although the underlying tasks will shiftDevelop Thought LeadershipManage ProductsPromote CapabilitiesBuild Client RelationshipsGenerate ProjectsDevelop TeamManage ResourcesSolve Core ProblemsCommunicate ResultsDevelop StaffDo

11、the WorkMarket the FirmRecruitDevelop Skills and Transfer KnowledgeNetworkMotivate and RetainFor each these responsibilities, a consultant should know:What is my role, and what are my responsibilities?How will these roles and responsibilities evolve as I progress?Level 3 Consultants have a range of

12、recruiting, skill development, and knowledge transfer responsibilitiesResponsibilitiesExamples as to how a Level 3 Consultant can contributeEnergetically participate in recruiting eventsIdentify high-potential candidates through personal contacts, networking, resumesDeliver clear, well structured, c

13、ase-based interviewsSell PwC to prospective employeesMaintain a “current contact roster of former classmates Deliver recruiting presentationsRecruitProactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training identif

14、y project-based development needs with minimal supervision and define plan to addressClearly educate project team members/clients about new methodologies or analytic techniquesProvide ad hoc guidance to assist junior staff and client personnel complete assigned tasksProactively seek consulting best

15、practices, industry and process insights and other skill transfer opportunities Identify replicable tools or analysis and communicate to relevant practice group membersTake an active role in mentoring junior staff in the practice groupParticipate in developing “white papers and thought leadership pi

16、ecesDevelop Skills and Transfer KnowledgeDo theWorkDevelopStaffMarket the FirmDo the WorkLevel 3s also network with, train, and retain other staffResponsibilitiesExamples as to how a Level 3 Consultant can contributeDo theWorkDevelopStaffMarket the FirmTackle personal assignments with enthusiasm, pr

17、ide and commitmentProactively seek project assignments and tasks which are personally challenging and engagingWith guidance from coach and/or other senior practitioners, proactively create PwC career planIdentify and position yourself to attract opportunities consistent with career plan and desired

18、personal growthOrganize and lead internal team building eventsAssist project managers to develop highly motivated junior staff and client personnelServe as a coach for new undergraduate hiresWork with practice leadership to address practice issuesMotivate and RetainDevelop an informal network of fel

19、low practitioners to leverage project insights and experienceMaintain strong awareness of practice groups current projects and pending projects Allocate adequate time in PwC office to develop strong relationships with fellow practitionersDirect recent hires and others to appropriate people and resou

20、rcesNetworkLevel 3s support and engage in a variety of marketing efforts for PwCResponsibilitiesExamples as to how a Level 3 Consultant can contributeDraft citations to communicate key project insights throughout practice groupDevelop and share innovative analytic techniquesDevelop and author the pr

21、oposal, receiving limited input where necessaryUnderstand PwC product and service offerings methodologies and key citationsUnderstand PwC, MCS, and SC strategies/goalsDisplay strong competency in 1-2 tools, including knowledge of detailed steps, strengths/gaps, and citationsDevelop Thought Leadershi

22、pManage PwC Products & ToolsConvincingly describe personal roles and contributions to recent engagementsCredibly discuss recent wins for the Firm and results of high-profile engagementsDemonstrate awareness of the Firms major practice groups, competencies, and specialty practicesPromote Capabilities

23、Maintain positive relationships with client staff with key information or resourcesProactively understand and consistently meet or exceed all client expectations Establish firms reputation with client personnelDevelop relationships with client managers that yield competitive insights, market intelli

24、genceBuild Client RelationshipsAuthor major portions of successful written proposals (e.g., problem structuring, credentials)Identify and preliminarily scope promising follow-on project sales opportunities Develop competitive insights (e.g., with respect to competitors and key buying influences) for

25、 potential follow-on workAssume “front to back ownership of proposal materialsGenerate ProjectsDo theWorkDevelopStaffMarket the FirmLevel 3s serve critical roles in team development, resource management, problem solving, and results communicationResponsibilitiesDevelopStaffMarket the FirmDo the Work

26、: Level 3 RolesDo theWorkImplement team building activities Seek and respect input from team membersProactively support teammates Manage assigned client staff and/or PwC consultantsIdentify potential team members with relevant skills & interestIdentify information needed for fact-based analysis, and

27、 develop work plansEnsure each hour of time and out-of-pocket expense charged to a project is an effective, efficient investmentProactively monitor progress, and provide timely, accurate forecasts of prospective difficultiesIdentify team management opportunitiesBegin to manage client teams Manage Re

28、sourcesDevelop TeamSeek out relevant knowledge to apply Synthesize findings logically, defend a point of view, and define recommendationsDevelop interview guides, conduct interviews, lead focus groups, and facilitate working sessionsDemonstrate strong knowledge of analytic techniques, frameworks, an

29、d methodsSolve Core ProblemsClearly synthesize results of data collection/analysis Author sections of written deliverablesDeliver portions of presentations with clarity and confidence to client managementServe as a key facilitator at client workshops and presentationsCommunicate ResultsExamples as t

30、o how a Level 3 Consultant can contributeBeyond problem-solving capabilities, each new consultant is expected to possess certain additional critical skills/traitsDefining QuestionIndependenceTolerance for AmbiguitySense of OwnershipCreativityPersistenceCan the consultant operate with minimum directi

31、on?Can the consultant survive, and even thrive, when faced with an ill-defined, unfamiliar situation?Is the consultant willing to take ownership of a problem or task and be held accountable for its resolution?Can the consultant develop unique, “out of the box approaches and solutions that leverage e

32、xisting content?Is the consultant unwilling “to take no for an answer when it comes to data collection and analysis?Key Skill/TraitCritical skills/traits (continued)Key Skill/TraitDefining QuestionSolution OrientationEnd-Product OrientationCollaborationOrganizationMulti-level ThinkingIs the consulta

33、nt continually focused on identifying solutions or alternatives rather than emphasizing problems? Is the consultant an “angels advocate?Is the consultant continually “working backwards from a hypothesis?Does the consultant bring out the best in those around her or him?Is the consultant able to group

34、 together a variety of data into coherent categories?Can the consultant transition easily from looking at the “big picture to diving into the analysis?PwC evaluates all consultants and principal consultants along three dimensions1. Teamwork & cooperation2. Living our values3. Evaluating, developing

35、& coaching4. People program participation1. Productivity2. Financial management3. Revenue generation4. Knowledge managementAdding value to our ClientsAdding value to our FirmAdding value to our People1. Project results2. Client relationships3. InnovationFY2000 versionProject OverviewLets look more c

36、losely at the set of roles and responsibilities associated with “Do the Work .MobilizationSituation AssessmentSolution DevelopmentImplementation PlanningLearningPHASES OF TYPICAL PROJECTActivity - 10-minute table discussions followed by a class-wide debriefWe will assign one phase of the typical pro

37、ject to each tableIn your table groups, review the responsibilities associated with your assigned phaseDiscuss the things that you believe will make a consultant effective during this specific phaseRecord your ideas as “Effectiveness TipsIdentify one person from your group to report during the debri

38、efIn the first phase, the primary responsibility of theconsultant is to assist the team lead in preparing for the project and preparing the workplanResponsibilities Effectiveness TipsUnderstand study context and scopeUnderstand client dynamicsProactively contribute to issue analysis, hypothesis gene

39、ration, and workplan developmentAssume ownership for portions of the workplanDiscuss development needs/study preferencesAsk structured questions after developing positionBuild relationships (with PwC and client team members)Read the proposal!Understand what constitutes successUnderstand what can cau

40、se failureBegin forming hypotheses as quickly as possibleLook for opportunities to assume ownershipAsk questions, with a purpose and a point of viewIn the second phase, the primary responsibility of the consultant is to build the “fact base that will serve as the basis for conclusionsResponsibilitie

41、s Effectiveness TipsUnderstand purpose and use of appropriate frameworks, analysis tools, and techniques Conduct data collection and analysis in assigned area (primary and secondary research)Assume ownership for a portion of the deliverableProvide guidance/coordinate staff consultant workPreview wor

42、k with clientsBuild good working relationships with PwC and client team membersUnderstand the editing/report production processIn the third phase, the primary responsibility of the consultant is to develop a strong “pyramid in support of recommendationsResponsibilities Effectiveness TipsParticipate

43、in generating and assessing alternatives and recommendationsAssist team lead in developing the story and fleshing out the pyramidAssume ownership for portions of the work products and deliverablesTest recommendations with clientsReview analyses and deliverables for accuracy and consistencyIn the fou

44、rth phase, the primary responsibility of the consultant is to develop the detailed plans that link ideas and actionsResponsibilities Effectiveness TipsAssist in preparing an implementation planSupport selected client managers in translating changeDevelop a communications planParticipate in periodic

45、checkupsIdentify emerging roadblocks to implementation of potential solutionsIn the final phase, the primary responsibility of the consultant is to identify opportunities for both learning and knowledge sharingResponsibilities Effectiveness TipsPrepare the analyses and deliverables for client delive

46、ryIdentify lessons learned and practice development opportunitiesPrepare the workpapers (hard and soft copies)Develop a citation for this engagement, and incorporate in your resumeConsultants should know that certain behaviors are key to success, particularly when dealing with clientsBe HonestWhen y

47、ou dont know, say so. When youre not sure, admit it and offer to follow upBe PreparedBe prepared for the inevitable questions, both straightforward and leadingBe DiscreetBe careful with what you say assume that the client is listening at all timesBe Sensitive to Client PerceptionsBe aware of clients

48、 perceptions, and avoid behaviors that reinforce these perceptionsThe key to managing client perceptions is to put yourself in the place of the client, and then to act accordinglyTips to Manage/Rebut Behaviors that Reinforce a Negative Perception“Theyre overcharging usDont perform non-value-add work

49、 during working hours and/or in front of the clientKeep references of “conspicuous consumption to a minimumClient Perceptions“They think theyre better than usAdapt to clients business environment (e.g., working hours, dress codes)Treat all levels of client personnel wellBe conscious of the clients t

50、imeDont overestimate your own importance“They dont understand our businessDo your homeworkTake an interest“They are carpetbaggersForm relationships, without jeopardizing your objectivityBreakData Gathering & InterviewingObjectives for this sectionProvide an overall context and guide for gathering da

51、ta during a projectUnderstand how data will support analyses and other project objectivesIdentify where to obtain data Learn how to organize activities and tasksImprove your ability to structure and perform client interviewsWhen to use an interviewContents of an interview guideStructure of an interv

52、iewInterview tipsSection AgendaData Gathering Approach Interview ProcessDefine Data Gathering RequirementsDevelopDataGatheringPlanGather DataA structured approach to gathering data can support projects throughout multiple phasesStrategic Change FrameworkData Gathering ApproachMobilizationSituation A

53、ssessmentStrategy DevelopmentImplementation PlanningLearningKeyPurposeDetermine data requirementsIdentify specific data needs tied to proposed analysesDEFINE DATA REQUIREMENTSDetermine other project related requirements Provide context for projectManage stakeholders Build relationshipsIdentify and q

54、ualify data sourcesEstablish credibility for the project and project team within the organization+Define Data Gathering RequirementsDevelopDataGatheringPlanGather DataWhen defining data requirements, consider that data gathering activities can serve a variety of purposesKey ActivitiesDEVELOP DATA GA

55、THERING PLANIdentify data sourcesPrimary data sourcesSecondary data sourcesDetermine appropriate data gathering activitiesInterviewsFacilitated workshopsSurveyLiterature searchOn-line researchArchival researchBest practicesObservationSequence data gathering activitiesDetermine dependenciesConsider l

56、ogistical requirementsEvaluate project deliverable timelineDetermine order between/within activitiesAssign data gathering responsibilitiesPwC team membersClient personnelData service/ contract assistanceDefine Data Gathering RequirementsDevelopDataGatheringPlanGather DataA comprehensive data gatheri

57、ng plan considers where to obtain the data and how to organize activities and tasks to maximize the efficiency and effectiveness of our effortsPre-survey activitiesIdentify participants and locationEnlist appropriate sponsorshipLine up survey processing supportDetermine survey time tableSelect surve

58、y vehicle (e.g., electronic, paper based, telephone)Design and pilot the surveyKey Activities(Survey Example)GATHER DATAExecute surveyDistribute surveyQuery participants to ensure proper tool useFollow up prior to survey due datePost-survey activitiesCompile dataReview data for consistency and compl

59、etenessClarify data anomalies with participantsPrepare database for analysisDefine Data Gathering RequirementsDevelopDataGatheringPlanGather DataSuccessful data gathering requires significant pre- and post-workSection AgendaData Gathering ApproachInterview ProcessDefine nature and scope of interview

60、sDevelop interview guideMake arrangementsConduct interviewsAnalyze and summarizeINTERVIEW PROCESSGUIDEDDIALOGUEFollow a structured process from definition of the interview program to the analysis and summary of the findingsHypothesis Generating InterviewsClient objectives“Real issuesHow things workU