咨询的艺术(ppt 62页)(英文).ppt

1、MBAIntroductoryTrainingTheArtofConsulting,LearningObjectives,agreaterunderstandingofhowthefirmwillevaluateyourperformanceandtheimplicationsforwhatyouneedtodoandhowyouneedtodoitagreaterawarenessofwhatyoucanexpectwhenyouarriveonaprojectandanunderstandingofhowyoucancontributenew(orrefreshed)skillsforda

2、tagatheringandinterviewingapreliminarypersonaldevelopmentplanforthenext6-12months,Attheendofthissession,youwillwalkawaywithrulesofthumbtohelpyouthriveinthePwCconsultingenvironment.Towardthisend,thesessionwillhelpprovide:,Agenda,WelcomeandIntroductionWarm-upActivity:“TraitsofaneffectivePwCconsultant”

3、RolesonlythetruthDontbepompousDescribeanyfactorsassociatedwithconfidentialityConfirm/statethenatureoftheconfidentialitytheintervieweecanexpectEstablishifacompetitivesituationexistsConfirmthelengthoftheinterviewRespondtoquestionsorconcerns,Monitortheprogressoftheinterviewagainstyourschedule-alwayslea

4、veenoughtimetoproperlyclosetheinterview,Planinadvancehowtocloseeachinterview:SummarizeanyagreeduponactionsornextstepsObtainnamesofotherkeyindividualstocontactArrangetoobtainanyunfamiliardocumentsreferencedExpressgratitudeSchedulefollow-upinterviewifrequired;otherwise,leavethedooropenforareturncall,B

5、eforebeginningthenextinterview,completeyournotesandreflectontheimplicationsofwhatyouheard,CompletethenotesimmediatelyWritedowneverythingyoucanrememberHighlightincompleteareasProvidebackgroundtoputtheinterviewinperspectiveCreateaheaderwiththedate/timeandparticipantsDescribetheparticipantstitles,respo

6、nsibilities,historieswiththecompany,attitudeduringinterviewReflectontherelevanceofwhatwassaidEditthenotes,highlightingcriticalresponsesandinformationThinkaboutwhatelseyouneedtoknow,Guide,Notes,Data,Analysis,Summary,5.ANALYZEandSUMMARIZE,Createaninitialanalysisandsummaryoftheinterviewsandaccompanying

7、data,Developpreliminaryconclusions-ask“sowhat”asyouwriteeachconclusion,TieconclusionstoinitialhypothesesUsetheissueanalysisplanandinterviewguideasstartingpointsLookbeyondthefactsAsk“Why?”and“Sowhat?”LinksupportingdatatotheconclusionsIdentifypotentialproblemswithregardtoFeasibilityofrecommendationsCo

8、nfidentialityImplementationconcernsQualifyopinionsasappropriate,e.g.,duetoinsufficientoruncertaindata,Providealistofnextstepsaspartofthesummary,OtherinterviewstobescheduledOtheranalysestobeperformedOtherdatasourcestobereviewedOtherissuestobeexplored,PossibleNextSteps:,POTENTIALPIT-FALLS,Planningande

9、xecutingasolidinterviewingprogramcanbedifficult,TalkingtothewrongpeopleMissingkeyissuesBreachingconfidentialityNevergettingtospecificsMishandlingsensitiveclienttopicsAskingquestionsthathavealreadybeenansweredSettingfalseexpectationsFailingtobringinsightsbacktotheteam,INTERVIEWTIPS,Practicemakesperfe

10、ct,Preparationandpracticearekey,ListencarefullyProbefordetailsUsetheinterviewguideasatool-beflexibleBalance“coveringyourprioritiessoyougetwhatyoucamefor”with“remainingflexiblesoyoucanpickupunplannedgems”GetquotesandanecdotestodocumentqualitativeissuesTakeaccurate,completenotes-templateshelp;havingas

11、econdpersontakenotesalsohelpsReturntoearlierquestionsattheendoftheinterviewtoclarify,fillingaps,and/orverifyresponsesRespectyourtimecommitments(e.g.,arriveontime,leaveontime)Learnhowtorecognizeandrespondtointervieweesdisposition,Break,PersonalDevelopmentPlanning,PersonalDevelopmentPlanningPyramid,Ad

12、dyour2-yearpersonalgoals,Addyour1-yearpersonalgoals,Addyoursub-goalsforthisyearthatwillsupportyourlong-termgoals,2-YearGoals,1-YearGoals,PeopleSub-Goals,FirmSub-Goals,ClientSub-Goals,PersonalDevelopmentPlanningPyramid-Sample,2-yeargoals,1-yeargoals,Sub-goals,BesoughtoutasaStrategySMEanIndustrySME,Co

13、ntributetoathoughtleadershipwhitepaper,Obtaina“1”performanceratingforClientResultsOrientandassimilatenewprojectteammembers,Participateinthoughtleadershipactivities,Participatein5-7recruitingevents,PersonalDevelopmentPlanningPyramid-Template,Addyour2-yearpersonalgoals,Addyour1-yearpersonalgoals,Addyoursub