MBAIntroductoryTrainingTheArtofConsulting.ppt

1、MBA Introductory TrainingThe Art of Consulting,October 2000,Learning Objectives,a 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

2、 understanding of how you can contribute new (or refreshed) skills for data gathering and interviewing a preliminary personal development plan for the next 6-12 months,At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment. Toward this

3、 end, the session will help provide:,Agenda,Welcome and Introduction Warm-up Activity: “Traits of an effective PwC consultant ” Roles only the truth Dont be pompous Describe any factors associated with confidentiality Confirm/state the nature of the confidentiality the interviewee can expect Establi

4、sh if a competitive situation exists Confirm the length of the interview Respond to questions or concerns,Monitor the progress of the interview against your schedule - always leave enough time to properly close the interview,Plan in advance how to close each interview: Summarize any agreed upon acti

5、ons or next steps Obtain names of other key individuals to contact Arrange to obtain any unfamiliar documents referenced Express gratitude Schedule follow-up interview if required; otherwise, leave the door open for a return call,Before beginning the next interview, complete your notes and reflect o

6、n the implications of what you heard,Complete the notes immediately Write down everything you can remember Highlight incomplete areas Provide background to put the interview in perspective Create a header with the date/time and participants Describe the participants titles, responsibilities, histori

7、es with the company, attitude during interview Reflect on the relevance of what was said Edit the notes, highlighting critical responses and information Think about what else you need to know,Guide,Notes,Data,Analysis,Summary,5. ANALYZE and SUMMARIZE,Create an initial analysis and summary of the int

8、erviews and accompanying data,Develop preliminary conclusions - ask “so what” as you write each conclusion,Tie conclusions to initial hypotheses Use the issue analysis plan and interview guide as starting points Look beyond the facts Ask “Why?” and “So what?” Link supporting data to the conclusions

9、Identify potential problems with regard to Feasibility of recommendations Confidentiality Implementation concerns Qualify opinions as appropriate, e.g., due to insufficient or uncertain data,Provide a list of next steps as part of the summary,Other interviews to be scheduled Other analyses to be per

10、formed Other data sources to be reviewed Other issues to be explored,Possible Next Steps:,POTENTIAL PIT-FALLS,Planning and executing a solid interviewing program can be difficult,Talking to the wrong people Missing key issues Breaching confidentiality Never getting to specifics Mishandling sensitive

11、 client topics Asking questions that have already been answered Setting false expectations Failing to bring insights back to the team,INTERVIEW TIPS,Practice makes perfect,Preparation and practice are key,Listen carefully Probe for details Use the interview guide as a tool - be flexible Balance “cov

12、ering your priorities so you get what you came for” with “remaining flexible so you can pick up unplanned gems” Get quotes and anecdotes to document qualitative issues Take accurate, complete notes - templates help; having a second person take notes also helps Return to earlier questions at the end

13、of the interview to clarify, fill in gaps, and/or verify responses Respect your time commitments (e.g., arrive on time, leave on time) Learn how to recognize and respond to interviewees disposition,Break,Personal Development Planning,Personal Development Planning Pyramid, Add your 2-year personal go

14、als, Add your 1-year personal goals, Add your sub-goals for this year that will support your long-term goals,2-Year Goals,1-Year Goals,People Sub-Goals,Firm Sub-Goals,Client Sub-Goals,Personal Development Planning Pyramid - Sample, 2-year goals, 1-year goals, Sub-goals,Be sought out as a Strategy SM

15、E an Industry SME,Contribute to a thought leadership white paper,Obtain a “1” performance rating for Client Results Orient and assimilate new project team members,Participate in thought leadership activities,Participate in 5 - 7 recruiting events,Personal Development Planning Pyramid - Template, Add your 2-year personal goals, Add your 1-year personal goals, Add your sub-go