咨询的艺术英文课件

MBAIntroductoryTraining

TheArtofConsultingOctober2000MBAIntroductoryTraining

TheLearningObjectivesagreaterunderstandingofhowthefirmwillevaluateyourperformanceandtheimplicationsforwhatyouneedtodoandhowyouneedtodoitagreaterawarenessofwhatyoucanexpectwhenyouarriveonaprojectandanunderstandingofhowyoucancontributenew(orrefreshed)skillsfordatagatheringandinterviewingapreliminarypersonaldevelopmentplanforthenext6-12monthsAttheendofthissession,youwillwalkawaywithrulesofthumbtohelpyouthriveinthePwCconsultingenvironment.Towardthisend,thesessionwillhelpprovide:LearningObjectivesagreateruAgendaWelcomeandIntroductionWarm-upActivity:“TraitsofaneffectivePwCconsultant…”Roles&ResponsibilitiesofaConsultantProjectOverviewFrameworkTablediscussions--“ConsultantCriticalSuccessFactors/Behaviors…”BreakDataGathering&InterviewingBreakPersonalDevelopmentPlanningFrameworkIndividualplanningSummaryandClosingActivityTableDiscussions--“Whatrecommendationswouldyouhavefornextyear’sMBAs?”AgendaWelcomeandIntroductionWarm-upWarm-upWarm-upActivity--Class-wideWhatbehaviorsdoyouassociatewithaneffectivePwCconsultant?

Warm-upActivity--Class-wideRoles&ResponsibilitiesofaConsultantRoles&ResponsibilitiesofaSimplystated,theobjectiveofourconsultingpracticeistoimprovetheperformanceourclients,whilegeneratingprofitsandenhancingstaffcapabilitiesThoughtLeadershipRepurposedContentRelevant,LeverageableExperienceEnhancedStaffCapabilities(skills,knowledge,experiences)ClientShareholderValueFirmProfitsEngagementSimplystated,theobjectiveoTheneedtobalancethedemandsofthefirm,clients,andstaffcanattimesrequiremakingaseriesoftradeoffsDevelopingabroadskillsetbyworkingonabroadrangeofprojectsandindustriesLeveragingpriorrelevantknowledgeofindustries/subjectmattertodeliverprojectHoldingstaffforthe“perfect”jobInvestinginthoughtleadershiptoexpandfirm’sproductofferingDevelopingaunique,“blanksheet”ofpaperapproachforaclientproblemContinuallycyclingthroughdifferentclientstodevelopabroadexperiencebaseMeetingutilizationtargetsSellingproven,easilyrepeatableprojectsLeveragingpreviouslydevelopedcontentDevelopingdeepclientrelationshipsVS.TheneedtobalancethedemandForthefirmtobesuccessful,itmustbeabletodothreethingswell--developstaff,marketandexecuteprojectsCriticalFactorsforSuccessDevelopStaffDevelopskillsetsviatrainingandon-the-jobexperiencesDevelopandshareknowledgeMarkettheFirmMaintainanappropriatelevelofinvestmentandreturnoninvestmentLeveragepriorexperiencesExecuteProjectsAchieveanoptimalblendofnewandrepurposedcontentForthefirmtobesuccessful,Therolesandresponsibilitiesofaconsultantcanbegroupedintothesamethreecategories--theseresponsibilitiesremainconstantthroughoutone’scareer,althoughtheunderlyingtaskswillshiftDevelopThoughtLeadershipManageProductsPromoteCapabilitiesBuildClientRelationshipsGenerateProjectsDevelopTeamManageResourcesSolveCoreProblemsCommunicateResultsDevelopStaffDotheWorkMarkettheFirmRecruitDevelopSkillsandTransferKnowledgeNetworkMotivateandRetainForeachtheseresponsibilities,aconsultantshouldknow:Whatismyrole,andwhataremyresponsibilities?HowwilltheserolesandresponsibilitiesevolveasIprogress?TherolesandresponsibilitiesLevel3Consultantshavearangeofrecruiting,skilldevelopment,andknowledgetransferresponsibilitiesResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeEnergeticallyparticipateinrecruitingeventsIdentifyhigh-potentialcandidatesthroughpersonalcontacts,networking,resumesDeliverclear,wellstructured,case-basedinterviewsSellPwCtoprospectiveemployeesMaintaina“currentcontact”rosterofformerclassmatesDeliverrecruitingpresentationsRecruitProactivelyunderstandperformanceexpectations,requisiteindustry/processknowledgeandneededconsultingskillsandproactivelyseektrainingidentifyproject-baseddevelopmentneedswithminimalsupervisionanddefineplantoaddressClearlyeducateprojectteammembers/clientsaboutnewmethodologiesoranalytictechniquesProvideadhocguidancetoassistjuniorstaffandclientpersonnelcompleteassignedtasksProactivelyseekconsultingbestpractices,industryandprocessinsightsandotherskilltransferopportunitiesIdentifyreplicabletoolsoranalysisandcommunicatetorelevantpracticegroupmembersTakeanactiveroleinmentoringjuniorstaffinthepracticegroupParticipateindeveloping“whitepapers”andthoughtleadershippiecesDevelopSkillsandTransferKnowledgeDotheWorkDevelopStaffMarkettheFirmDotheWorkLevel3ConsultantshavearanLevel3salsonetworkwith,train,andretainotherstaffResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeDotheWorkDevelopStaffMarkettheFirmTacklepersonalassignmentswithenthusiasm,prideandcommitmentProactivelyseekprojectassignmentsandtaskswhicharepersonallychallengingandengagingWithguidancefromcoachand/orotherseniorpractitioners,proactivelycreatePwCcareerplanIdentifyandpositionyourselftoattractopportunitiesconsistentwithcareerplananddesiredpersonalgrowthOrganizeandleadinternalteambuildingeventsAssistprojectmanagerstodevelophighlymotivatedjuniorstaffandclientpersonnelServeasacoachfornewundergraduatehiresWorkwithpracticeleadershiptoaddresspracticeissuesMotivateandRetainDevelopaninformalnetworkoffellowpractitionerstoleverageprojectinsightsandexperienceMaintainstrongawarenessofpracticegroups’currentprojectsandpendingprojectsAllocateadequatetimeinPwCofficetodevelopstrongrelationshipswithfellow

practitionersDirectrecenthiresandotherstoappropriatepeopleandresourcesNetworkLevel3salsonetworkwith,trLevel3ssupportandengageinavarietyofmarketingeffortsforPwCResponsibilitiesExamplesastohowaLevel3ConsultantcancontributeDraftcitationstocommunicatekeyprojectinsightsthroughoutpracticegroupDevelopandshareinnovativeanalytictechniquesDevelopandauthortheproposal,receivinglimitedinputwherenecessaryUnderstandPwCproductandserviceofferingsmethodologiesandkeycitationsUnderstandPwC,MCS,andSCstrategies/goalsDisplaystrongcompetencyin1-2tools,includingknowledgeofdetailedsteps,strengths/gaps,andcitationsDevelopThoughtLeadershipManagePwCProducts&ToolsConvincinglydescribepersonalrolesandcontributionstorecentengagementsCrediblydiscussrecentwinsfortheFirmandresultsofhigh-profileengagementsDemonstrateawarenessoftheFirm'smajorpracticegroups,competencies,andspecialtypracticesPromoteCapabilitiesMaintainpositiverelationshipswithclientstaffwithkeyinformationorresourcesProactivelyunderstandandconsistentlymeetorexceedallclientexpectationsEstablishfirm’sreputationwithclientpersonnelDeveloprelationshipswithclientmanagersthatyieldcompetitiveinsights,marketintelligenceBuildClientRelationshipsAuthormajorportionsofsuccessfulwrittenproposals(e.g.,problemstructuring,credentials)Identifyandpreliminarilyscopepromisingfollow-onprojectsalesopportunitiesDevelopcompetitiveinsights(e.g.,withrespecttocompetitorsandkeybuyinginfluences)forpotentialfollow-onworkAssume“fronttoback”ownershipofproposalmaterialsGenerateProjectsDotheWorkDevelopStaffMarkettheFirmLevel3ssupportandengageinLevel3sservecriticalrolesinteamdevelopment,resourcemanagement,problemsolving,andresultscommunicationResponsibilitiesDevelopStaffMarkettheFirmDotheWork:Level3RolesDotheWorkImplementteambuildingactivitiesSeekandrespectinputfromteammembersProactivelysupportteammatesManageassignedclientstaffand/orPwCconsultantsIdentifypotentialteammemberswithrelevantskills&interestIdentifyinformationneededforfact-basedanalysis,anddevelopworkplansEnsureeachhouroftimeandout-of-pocketexpensechargedtoaprojectisaneffective,efficientinvestmentProactivelymonitorprogress,andprovidetimely,accurateforecastsofprospectivedifficultiesIdentifyteammanagementopportunitiesBegintomanageclientteamsManageResourcesDevelopTeamSeekoutrelevantknowledgetoapplySynthesizefindingslogically,defendapointofview,anddefinerecommendationsDevelopinterviewguides,conductinterviews,leadfocusgroups,andfacilitateworkingsessionsDemonstratestrongknowledgeofanalytictechniques,frameworks,andmethodsSolveCoreProblemsClearlysynthesizeresultsofdatacollection/analysisAuthorsectionsofwrittendeliverablesDeliverportionsofpresentationswithclarityandconfidencetoclientmanagementServeasakeyfacilitatoratclientworkshopsandpresentationsCommunicateResultsExamplesastohowaLevel3ConsultantcancontributeLevel3sservecriticalrolesBeyondproblem-solvingcapabilities,eachnewconsultantisexpectedtopossesscertainadditionalcriticalskills/traitsDefiningQuestionIndependenceToleranceforAmbiguitySenseofOwnershipCreativityPersistenceCantheconsultantoperatewithminimumdirection?Cantheconsultantsurvive,andeventhrive,whenfacedwithanill-defined,unfamiliarsituation?Istheconsultantwillingtotakeownershipofaproblemortaskandbeheldaccountableforitsresolution?Cantheconsultantdevelopunique,“outofthebox”approachesandsolutionsthatleverageexistingcontent?Istheconsultantunwilling“totakenoforananswer”whenitcomestodatacollectionandanalysis?KeySkill/TraitBeyondproblem-solvingcapabilCriticalskills/traits(continued)KeySkill/TraitDefiningQuestionSolutionOrientationEnd-ProductOrientationCollaborationOrganizationMulti-levelThinkingIstheconsultantcontinuallyfocusedonidentifyingsolutionsoralternativesratherthanemphasizingproblems?Istheconsultantan“angel’sadvocate”?Istheconsultantcontinually“workingbackwards”fromahypothesis?Doestheconsultantbringoutthebestinthosearoundherorhim?Istheconsultantabletogrouptogetheravarietyofdataintocoherentcategories?Cantheconsultanttransitioneasilyfromlookingatthe“bigpicture”todivingintotheanalysis?Criticalskills/traits(continPwCevaluatesallconsultantsandprincipalconsultantsalongthreedimensions1.Teamwork&cooperation2.Livingourvalues3.Evaluating,developing&coaching4.Peopleprogramparticipation1.Productivity2.Financialmanagement3.Revenuegeneration4.KnowledgemanagementAddingvaluetoourClientsAddingvaluetoourFirmAddingvaluetoourPeople1.

Projectresults2.Clientrelationships3.InnovationFY2000versionPwCevaluatesallconsultantsProjectOverviewProjectOverviewLet’slookmorecloselyatthesetofrolesandresponsibilitiesassociatedwith“DotheWork”...MobilizationSituationAssessmentSolutionDevelopmentImplementationPlanningLearningPHASESOFTYPICALPROJECTLet’slookmorecloselyattheActivity--10-minutetablediscussionsfollowedbyaclass-widedebriefWewillassignonephaseofthetypicalprojecttoeachtableInyourtablegroups,reviewtheresponsibilitiesassociatedwithyourassignedphaseDiscussthethingsthatyoubelievewillmakeaconsultanteffectiveduringthisspecificphaseRecordyourideasas“EffectivenessTips”IdentifyonepersonfromyourgrouptoreportduringthedebriefActivity--10-minutetablediInthefirstphase,theprimaryresponsibilityofthe

consultantistoassisttheteamleadinpreparingfortheprojectandpreparingtheworkplanResponsibilities

EffectivenessTipsUnderstandstudycontextandscopeUnderstandclientdynamicsProactivelycontributetoissueanalysis,hypothesisgeneration,andworkplandevelopmentAssumeownershipforportionsoftheworkplanDiscussdevelopmentneeds/studypreferencesAskstructuredquestionsafterdevelopingpositionBuildrelationships(withPwCandclientteammembers)Readtheproposal!UnderstandwhatconstitutessuccessUnderstandwhatcancausefailureBeginforminghypothesesasquicklyaspossibleLookforopportunitiestoassumeownershipAskquestions,withapurposeandapointofviewInthefirstphase,theprimarInthesecondphase,theprimaryresponsibilityoftheconsultantistobuildthe“factbase”thatwillserveasthebasisforconclusionsResponsibilities

EffectivenessTipsUnderstandpurposeanduseofappropriateframeworks,analysistools,andtechniquesConductdatacollectionandanalysisinassignedarea(primaryandsecondaryresearch)AssumeownershipforaportionofthedeliverableProvideguidance/coordinatestaffconsultantworkPreviewworkwithclientsBuildgoodworkingrelationshipswithPwCandclientteammembersUnderstandtheediting/reportproductionprocessInthesecondphase,theprimaInthethirdphase,theprimaryresponsibilityoftheconsultantistodevelopastrong“pyramid”insupportofrecommendationsResponsibilities

EffectivenessTipsParticipateingeneratingandassessingalternativesandrecommendationsAssistteamleadindevelopingthestoryandfleshingoutthepyramidAssumeownershipforportionsoftheworkproductsanddeliverablesTestrecommendationswithclientsReviewanalysesanddeliverablesforaccuracyandconsistencyInthethirdphase,theprimarInthefourthphase,theprimaryresponsibilityoftheconsultantistodevelopthedetailedplansthatlinkideasandactionsResponsibilities

EffectivenessTipsAssistinpreparinganimplementationplanSupportselectedclientmanagersintranslatingchangeDevelopacommunicationsplanParticipateinperiodiccheckupsIdentifyemergingroadblockstoimplementationofpotentialsolutionsInthefourthphase,theprimaInthefinalphase,theprimaryresponsibilityoftheconsultantistoidentifyopportunitiesforbothlearningandknowledgesharingResponsibilities

EffectivenessTipsPreparetheanalysesanddeliverablesforclientdeliveryIdentifylessonslearnedandpracticedevelopmentopportunitiesPreparetheworkpapers(hardandsoftcopies)Developacitationforthisengagement,andincorporateinyourresumeInthefinalphase,theprimarConsultantsshouldknowthatcertainbehaviorsarekeytosuccess,particularlywhendealingwithclientsBeHonestWhenyoudon’tknow,sayso.Whenyou’renotsure,admititandoffertofollowupBePreparedBepreparedfortheinevitablequestions,bothstraightforwardandleadingBeDiscreetBecarefulwithwhatyousay–assumethattheclientislisteningatalltimesBeSensitivetoClientPerceptionsBeawareofclient’sperceptions,andavoidbehaviorsthatreinforcetheseperceptionsConsultantsshouldknowthatcThekeytomanagingclientperceptionsistoputyourselfintheplaceoftheclient,andthentoactaccordinglyTipstoManage/RebutBehaviorsthatReinforceaNegativePerception“They’reoverchargingus”Don’tperformnon-value-addworkduringworkinghoursand/orinfrontoftheclientKeepreferencesof“conspicuousconsumption”toaminimumClientPerceptions“Theythinkthey’rebetterthanus”Adapttoclient’sbusinessenvironment(e.g.,workinghours,dresscodes)TreatalllevelsofclientpersonnelwellBeconsciousoftheclient’stimeDon’toverestimateyourownimportance“Theydon’tunderstandourbusiness”DoyourhomeworkTakeaninterest“Theyarecarpetbaggers”Formrelationships,withoutjeopardizingyourobjectivityThekeytomanagingclientperBreakBreakDataGathering&InterviewingDataGathering&InterviewingObjectivesforthissectionProvideanoverallcontextandguideforgatheringdataduringaprojectUnderstandhowdatawillsupportanalysesandotherprojectobjectivesIdentifywheretoobtaindataLearnhowtoorganizeactivitiesandtasksImproveyourabilitytostructureandperformclientinterviewsWhentouseaninterviewContentsofaninterviewguideStructureofaninterviewInterviewtipsObjectivesforthissectionProSectionAgendaDataGatheringApproachInterviewProcessSectionAgendaDataGatheringADefineData

GatheringRequirementsDevelopDataGatheringPlanGatherDataAstructuredapproachtogatheringdatacansupportprojectsthroughoutmultiplephasesStrategicChangeFrameworkDataGatheringApproachMobilizationSituationAssessmentStrategyDevelopmentImplementationPlanningLearningDefineData

GatheringDevelopGKeyPurposeDeterminedatarequirementsIdentifyspecificdataneedstiedtoproposedanalysesDEFINEDATAREQUIREMENTSDetermineotherprojectrelatedrequirementsProvidecontextforprojectManagestakeholdersBuildrelationshipsIdentifyandqualifydatasourcesEstablishcredibilityfortheprojectandprojectteamwithintheorganization+DefineData

GatheringRequirementsDevelopDataGatheringPlanGatherDataWhendefiningdatarequirements,considerthatdatagatheringactivitiescanserveavarietyofpurposesKeyDeterminedatarequirementsKeyActivitiesDEVELOPDATAGATHERINGPLANIdentifydatasourcesPrimarydatasourcesSecondarydatasourcesDetermineappropriatedatagatheringactivitiesInterviewsFacilitatedworkshopsSurveyLiteraturesearchOn-lineresearchArchivalresearchBestpracticesObservationSequencedatagatheringactivitiesDeterminedependenciesConsiderlogisticalrequirementsEvaluateprojectdeliverabletimelineDetermineorderbetween/withinactivitiesAssigndatagatheringresponsibilitiesPwCteammembersClientpersonnelDataservice/contractassistanceDefineData

GatheringRequirementsDevelopDataGatheringPlanGatherDataAcomprehensivedatagatheringplanconsiderswheretoobtainthedataandhowtoorganizeactivitiesandtaskstomaximizetheefficiencyandeffectivenessofoureffortsKeyActivitiesDEVELOPDATAGATPre-surveyactivitiesIdentifyparticipantsandlocationEnlistappropriatesponsorshipLineupsurveyprocessingsupportDeterminesurveytimetableSelectsurveyvehicle(e.g.,electronic,paperbased,telephone)DesignandpilotthesurveyKeyActivities(SurveyExample)GATHERDATAExecutesurveyDistributesurveyQueryparticipantstoensurepropertooluseFollowuppriortosurveyduedatePost-surveyactivitiesCompiledataReviewdataforconsistencyandcompletenessClarifydataanomalieswithparticipantsPreparedatabaseforanalysisDefineData

GatheringRequirementsDevelopDataGatheringPlanGatherDataSuccessfuldatagatheringrequiressignificantpre-andpost-workPre-surveyactivitiesKeyActivSectionAgendaDataGatheringApproachInterviewProcessSectionAgendaDataGatheringADefinenatureandscopeofinterviewsDevelopinterviewguideMakearrangementsConductinterviewsAnalyzeandsummarizeINTERVIEWPROCESSGUIDEDDIALOGUEFollowastructuredprocessfromdefinitionoftheinterviewprogramtotheanalysisandsummaryofthefindingsDefinenatureandscopeofintHypothesisGeneratingInterviewsClientobjectives“Real”issuesHowthingsworkUnderlyingproblemsWhere“bodiesareburied”ClientcultureDataGatheringInterviewsMarkettrendsCompetitivesituationOrganizationalissuesIndustryeconomicsTechnologyHarddataSalesforceNetpriceMarketshareValidatingInterviews“Blindspots”FeasibilityofrecommendationsValidityofanalysis/

estimatesOutsideperspective(customers/suppliers)PoliticsCredibility1.DEFINENATUREANDSCOPEOFINTERVIEWSGenerallytheteamusesinterviewstogainaperspectiveorgatherdatathatisn’tavailablefromwrittenmaterialsHypothesisGeneratingIntervieCategoryClientPwCSMEs,Gov’tAgencies,UniversitiesCustomersDistributorsSubstitutesCompetitorsSuppliersTypicalIntervieweea) Seniormanagementb) Technicalstaffc) SalesmanagersandsalesstaffIndustry“expert”Buyer,specifierDealer,salesmanagerSeniormanagementSeniormanagementSuppliersalesindividualPurposeUnderstandhowclientseestheproblemUnderstandproducts,applications,technologyUnderstandmarketdata,buyingprocess/factorsUnderstandgeneraldynamicsofindustry,politicalconsiderations,regulatorytrendsUnderstandcustomerneeds,purchasingcriteria,competition,marketdataUnderstandmarketdata,viewofclientandcustomersUnderstandeconomicsofsubstitution,reactionofmarketCheckourview,understandposition,responseIntegratewithclient,importancetodrivingclient’sbusinessWhenFirstSecondThirdLastDuringatypicalengagement,talktoarangeofpeopleinasequencethatallowstheteamtobuildonitsknowledgeIllustrativeCategoryTypicalIntervieweePurü

RecommendeduseNatureofInterviewIn-depthInterviewComplexIssuesSensitiveTopicsData-intensiveQualitativeIssuesShortInterviews

(TargetedInformation)LargeNumberofInterviewsüüüüüüüüüüüüüIn-personPhoneFocusGroupTwoInterviewersTypeofInterviewThedecisionastohowandwheretoconductinterviewsdependsonthenatureoftheinterview...üüüIllustrativeüRecommendeduseNatureofInt

IntervieweeClientInterviewsCustomer/SupplierInterviewsCompetitorInterviewsThird-partyInterviewsüüüüüüIn-personPhoneFocusGroupTwoInterviewersüüüüTypeofInterviewü

Recommendeduse…andonthetypeofintervieweesIllustrativeIntervieweeClientInterviewsCUseissueanalysisasastartingpoint:TopicsDataneedsSequencetopics:TobuildcontextTobuildunderstandingTobuildrelationshipUsevisualaids:Tables/graphsOthergraphics

(businesssystem)Separatetopics/questionsinto: (a)absolutelymustfindout (b)wouldliketoknow2.DEVELOPINTERVIEWGUIDESAnInterviewGuideflowsfromtheissueanalysisandservesasatoolfororganizingtheinterviewUseissueanalysisasastartiIntroductionGeneralSpecificDataForms

ClosingThisstudy/projectToday’sdiscussionWhatresponsibilitiesdoyouhaverelativeto…?Whatfractionofequipmentissoldto...?WhatareCSFsinthesemarkets?Howwouldyoudescribeyourrelationshipwithyourdistributors?Anythingelse?CanIhaveacopyof…?Thanks!Theinterviewguideshouldincludeanintroduction,thequestions,andtemplatesforrecordingcomments/answersIntroductionThisstudy/projectOnetopicatatime keeptheintervieweefocusedWatchphrasing/meaning beclearanddirect(minimizejargon andconsultantspeak)Givebackgroundto butdon’tbiasanswers

helpintervieweeAskaboutspecifics usefollow-upquestionsas appropriateKnowandcoveryour letlessimportantpointsslipifpriorities

necessaryStructurethequestionscarefully--paycloseattentiontothespecificwordingandsequenceOnetopicatatime keeptheiIssuePossibleResolutionsCanwerevealclientidentity?BeforeinterviewAfterinterviewGenericonlyNotatallAretheresensitiveissues,oristhisatouchysituation?WhatistheQuidproQuo,ifany?Whowillgeneratenames?AreanyintervieweesPwCclients?SkipitClientwillhandleitJustbecarefulYourinterestandpresenceOurestimatesordataAwrittensummaryProjectteamPwCClientContactclientpartnerfirst3.MAKEARRANGEMENTSBEFOREmakinganyarrangements,confirmwiththeprojectmanager(orpartner)tounderstandhowtohandlepotentialissuesFirst,beforemakinganyarrangements,understandhowtohandlethefollowingissues:IssuePossibleResolutionsCanwCallMakearrangementsinpersonCallearlyGetanameCallback

UseavarietyofbasicapproachestogaintimeTheyarekeyIt’sintheirinterestItmaybeinteresting

AnticipateresistancetoparticipationTimeConfidentiality“Idon’tknowanything”ConfirmConfirmarrangementsPurposeanddurationDate,time,locationAttendeesPlanAheadGiveyourselftimeUsuallyoneweekSometimestwodaysOn-the-spotcallmayhelpArrangeforassistancefromtheclientProjectassistantClientTeamLeadClientProjectManagerKnowwhereyou’regoingGetamapGetdetaileddirectionsArranginginterviewstakestimeCallMakearrangementsinpersoScaleEconomiesArePossibleALearningCurveDoesExistScheduleseveralinterviewsperday,thoughnottoomanyScheduleadequatetimetocompleteyournotesimmediatelyaftereachinterviewSchedulelessimportantinterviewstooccurearlierinthesequenceRefinequestionsintheinterviewguidebasedon“howtheinitialinterviewswent”Scheduleseveralinterviewstooccurperday,andsequencetheseinterviewstotakeadvantageofthelearningcurveScaleEconomiesArePossibleAINTRODUCTIONCLOSINGGUIDEDDIALOGUE4.CONDUCTINTERVIEWSAninterviewisaguideddialoguethatyouintroduce,conduct,andcloseINTRODUCTIONCLOSINGGUIDED4.COUsetheintroductiontoestablishrapport,createacontext,andfocusattentionontherelevantsubjectmatterIntroduceyourself,PwC,theprojectteam,andthestudy/projectBuildcredibility;onlythetruthDon’tbepompous

DescribeanyfactorsassociatedwithconfidentialityConfirm/statethenatureoftheconfidentialitytheintervieweecanexpectEstablishifacompetitivesituationexists

ConfirmthelengthoftheinterviewRespondtoquestionsorconcernsUsetheintroductiontoestablMonitortheprogressoftheinterviewagainstyourschedule--alwaysleaveenoughtimetoproperlyclosetheinterviewPlaninadvancehowtocloseeachinterview:SummarizeanyagreeduponactionsornextstepsObtainnamesofotherkeyindividualstocontactArrangetoobtainanyunfamiliardocumentsreferencedExpressgratitudeSchedulefollow-upinterviewifrequired;otherwise,leavethedooropenforareturncallMonitortheprogressoftheinBeforebeginningthenextinterview,completeyournotesandreflectontheimplicationsofwhatyouheardCompletethenotesimmediatelyWritedowneverythingyoucanrememberHighlightincompleteareasProvidebackgroundtoputtheinterviewinperspectiveCreateaheaderwiththedate/timeandparticipantsDescribetheparticipants’titles,responsibilities,historieswiththecompany,attitudeduringinterviewReflectontherelevanceofwhatwassaidEditthenotes,highlightingcriticalresponsesandinformationThinkaboutwhatelseyouneedtoknowBeforebeginningthenextinteGuideNotesDataAnalysisSummary5.ANALYZEandSUMMARIZECreateaninitialanalysisandsummaryoftheinterviewsandaccompa