某著名咨询公司项目经理培训资料I

1、MANAGING THE PROCESS: GOING FORWARD,AGENDA,Objectives and Overview Scenarios and Group Discussion Key Take-Aways and Wrap-up,OBJECTIVES OF THIS SESSION,Increase your confidence and effectiveness in dealing with challenging situations related to “going north”, by Increasing your awareness of challeng

2、ing, client-related issues that you may face as BCG “goes north” Expanding your repertoire of strategies, tactics, and tools used to address “going north” issues,SCENARIOS ADDRESS FOUR MAIN ISSUES,Managing client confrontation Balancing client and BCG objectives Managing challenges in individual cli

3、ent relationships Developing and leveraging senior client relationships,AGENDA,Objectives and Overview Scenarios and Group Discussion Key Take-Aways and Wrap-up,MANAGING CLIENT CONFRONTATION,ADDRESSING A PREVIOUSLY BAD EXPERIENCE,You have been managing several projects for the same client over the p

4、ast year. BCG has conducted many projects for the client over the past three years. A new client member is set to join the team. In your first meeting with this new client team member, he tells you that he was involved with another BCG project that was a “total disaster”. You were not personally inv

5、olved with the project he describes, and know little about it. He goes on further to tell you that he was “forced” to join the current BCG project team, and is very skeptical that this project will end any different than the last project with which he was involved. What should you do?,THE DIVISION T

6、HAT DOESNT WANT YOU,BCG has been working with the CEO of a major consumer goods company over the past three years to increase the efficiency and market share of some of its core product groups. The company is organized by divisions, each representing various product groups. BCG has worked with three

7、 of the companys six divisions and is scheduled to begin working with a fourth division in the coming month. You managed the previous work for one of the divisions and are going to be managing the work for the fourth division. The previous projects have gone well and have produced powerful insights.

8、 The CEO has been very pleased with BCGs work. The divisions are currently implementing significant changes in manufacturing and marketing practices and processes as a result of BCGs analyses and recommendations. Before you begin the work for the fourth division, you meet the Division Head to review

9、 BCGs previous work in the company and workplan for the current project. The Division Head makes it clear to you that he is not happy about “BCG barging into” his division. He relays to you that neither he nor his people will have “a bunch of consultants” telling them how to better run his business.

10、 He states that the CEO is strongly encouraging him to “let you consultants” in, but that he is skeptical of any value that BCG will add. You are shaken by the meeting. You know that the CEO will expect the same quality of work but you do not see how you can deliver such quality if the Division Head

11、 is uncooperative. What should you do? How could you have better managed the conversation with the Division Head?,“DONT YOU GUYS TALK TO EACH OTHER?”,You are managing a project for a financial services firm that has been a BCG client for over five years. The project involves developing a marketing s

12、trategy for one of the firms businesses and requires interviewing the firms customers. You develop an interview guide and need to review it with the senior management of the business as the client is very sensitive to consultants talking to its customers. As one senior manager reviews the interview

13、guide, he says “You asked my customers some of these same questions last year during that other project you guys did for us! You cannot bother my customers with repeated questions! Dont you guys talk to each other?” You are aware that BCG did conduct customer interviews in a previous project, and yo

14、u reviewed the findings in detail. The findings do not address the issues of your project. It is possible that some similar questions were asked in the previous project, but the focus of the discussion could have been quite different. You believe that each question on the interview guide is very imp

15、ortant, but you do not want to upset the client. What should you do?,BALANCING CLIENT AND BCG OBJECTIVES,STAFFING ISSUES - PART 1,You and your case team have been working with a long-term client for nine months to turn around its unprofitable mail-order business. The project involved three phases: 1

16、. Increasing efficiency 2. Increasing revenues 3. Implementation Your team of three consultants has completed the first two phases and is about to begin phase 3. One of your consultants has requested to be taken off the case before implementation begins. She has been working with this client 100% of

17、 her time for 18 months, on two different projects, and she is concerned she will not have the breadth of experience required for promotion to project leader. The client has been very pleased with the case team and the quality of BCGs work. However, senior management is very anxious about the implem

18、entation phase because it involves significant changes in the way the firm does business and they are concerned that their employees will be reluctant to try new practices and processes. You know that the client will be very resistant to any changes in case team members, and that if you take this co

19、nsultant off the project, the clients anxiety may increase to an unproductive level. What should you do?,STAFFING ISSUES - PART 2,With great reluctance, the client agrees to allow a new consultant to join the team during the implementation phase. The departing consultant spends a lot of time with th

20、e new consultant to transition the work, and you feel confident that the new consultant can manage the implementation tasks. You have assigned the new consultant to a client implementation team in charge of implementing new marketing practices. You believe this implementation module involves some of

21、 the less radical changes and will be easier for the new consultant to manage. The marketing implementation team includes marketing professionals involved in the first two phases of the project as well as those not involved in the first phases. At the teams first meeting, the new consultant reviews

22、BCGs work in the first two phases to provide background and gain “buy-in” for the changes to be implemented. Team members not involved in the first phases of the project challenge the findings and ask very detailed questions about the previous work that the consultant cannot answer. The meeting ends

23、 poorly, with little buy-in from the team. When the senior client learns that the marketing meeting did not go well, he basically states “I told you so” and then insists that the new consultant be taken off the case and that the old consultant join the team again. What should you do?,MANAGING INDIVI

24、DUAL CLIENT RELATIONSHIPS,OPPOSITE SIDES OF THE FENCE,You are working with the clients Senior Management Committee to develop the companys Year 2005 Corporate Strategy. The team consists of the CEO, CFO and five SVPs of each of the businesses. You have managed several projects for this client over t

25、he past three years and have developed close relationships with two SVPs on the committee. After meeting with the committee a few times, you realize that the committee members fall into two different camps regarding the future direction of the company. One camp believes that the company must invest

26、heavily in some new high-growth but high-risk businesses. The other camp believes that the company should reinvest in its current businesses and make moderate investments in only one high-growth business. The SVPs with which you have good relationships fall into opposing camps. Your case team is res

27、ponsible for analyzing the new businesses as well as the future market outlook of the companys current businesses, and then making recommendations regarding the corporate strategy going forward. You find that the two SVPs are lobbying for their respective camps beliefs. They call you regularly to fi

28、nd out the initial findings of the analyses and are sending you material that promotes their ideas. You want to maintain your strong relationship with each of them, but you fear that one will feel “slighted” when the the team makes its recommendations. What should you do?,GETTING TOO COMFORTABLE,You

29、 have been working with a senior client for two years and have established a very strong and personal relationship with him. You often socialize with him and his family. You have many interests and hobbies in common. You are currently working with him on a project that the CEO has told you is a high

30、 priority. Lately, you feel that he is not taking you or the project seriously. Each time you meet with him to talk about the project, he reverts to discussions of a personal nature. Each time you try to bring the discussion back to the project issues he says things like “You know what you are doing

31、 just run another BCG analysis on that dont be so uptight we already know how this is going to turn out” You believe his input is critical to the project and you need his guidance on several issues. You also believe he would not act this way with another BCG project leader. You are afraid if you con

32、front him with your concerns, you will jeopardize your strong relationship with him. What should you do?,WHATS THE RIGHT ADVICE?,You have been working with a client for over a year and have developed a strong relationship of mutual respect and trust with her. She often comes to you for advice outsid

33、e the scope of the project, and you dedicate time to advising her on such issues. She abruptly stopped coming to you for advice a few weeks ago. You piece together from other sources that the CEO teased her that her work looked very “BCG-like” and that she “must have BCG working overtime” to address

34、 issues other than those related to the project. You realize that she is concerned that if she asks you for advice that she will not be credited for her own work. You sense there is now friction in your relationship. What should you do?,DEVELOPING AND LEVERAGING SENIOR CLIENT RELATIONSHIPS,INFLUENCI

35、NG THE SENIOR CLIENT AGENDA,You are directly working with a CEO on an acquisition strategy. Your team is responsible for identifying possible acquisition candidates and determining the candidates “willingness” to be acquired. This is a top priority project for the CEO. As you work with the CEO, you

36、realize that there are strategic and operational issues that he must address before pursuing acquisitions. Each time you attempt to discuss these issues with the CEO, he redirects the discussion to the acquisition project. You grow increasingly uneasy with the course the CEO is taking, and increasin

37、gly frustrated with his refusal to discuss what you believe to be the most important issues of the company. What should you do?,EMBRACING THE SELLING ROLE,SELLING WHAT YOU KNOW,You have been working directly with a CFO on an acquisition strategy. Specifically, you led the team that developed acquisi

38、tion criteria and identified acquisition candidates. You also attended the meetings between the CFO and acquisition candidates senior management. As the case progresses, you recognize that an acquisition is imminent, and that the integration of any acquisition candidates operations will be difficult

39、 due to a number of issues. You believe that BCG could add significant value in the post merger integration. In fact, you have worked on a PMI project involving similar complexities and are very knowledgeable about the different issues which need to be addressed. What should you do?,SELLING WHAT YOU

40、 DONT KNOW,You are managing the same case described in the previous scenario. However, you are not very familiar with PMI issues as you have never been on a PMI case. You believe that BCG could most likely add value to the PMI, but you are unsure of the role BCG would play. What should you do?,AGEND

41、A,Objectives and Overview Scenarios and Group Discussion Key Take-Aways and Wrap-up,PRACTICE WHAT WE PREACHGoing North Requires Achieving the Right Balance in the Retention Equation,“The customers who buy your products have been doing so primarily because they appreciate those products and trust your company To encourage them to buy more you need to focus on value and trust”,“The p