Consultancy Skills overview

Robert Jones

robert.jones@anglia.ac.uk

https://www.youtube.com/watch?v=KytKQhtD48Y

Figure 3.2 The consultant must always convince the client that the service on offer is of real value!Source: Copyright © Scott Adams, Inc./Dist by UFS, Inc. Reproduced by permission.

1. What is consulting / management consultancy?

1. What is consulting / management consultancy?

https://www.youtube.com/watch?v=3wPeND2gvqc

Seven keys to successful consulting

https://www.youtube.com/watch?v=9zU2Q654vtQ

Consulting humour

The Consultants

https://www.youtube.com/watch?v=9KtqGhoddF4

2. Why do companies buy management consultancy?

6. What are the main skills of a good consultant?

What makes a great consultant?

https://www.youtube.com/watch?v=oxFK6lQLGxE&list=PL1u9bQdmE5EEehC8RMOcTFsMoQIcL7nT6

11 | Presentation Topic | Russian Railways Corporate University http://www.houd.info/Fads.pdf

What is the role of the consultant?

What should consultants do?

https://www.youtube.com/watch?v=vv3p6lMdC7c

Inside McKinsey

https://www.youtube.com/watch?v=2C5a2L5NHl0

Exhibit 1.3

A model of the elements of strategic management

Grant Thornton

If you are not part of the solution

There is good money to be made in prolonging the problem

Larry Kersten

Anglia Property Preservation – case study

https://www.youtube.com/watch?v=WxwQnYldwi4

https://www.youtube.com/watch?v=OWymwxJzYlU

http://www.slideshare.net/joeomahoney/introduction-to-consulting-slides

Client

Clarify

Create

ChangeConfirm

Continue

Close

Seven Cs of Consulting

Exhibit 1.3

A model of the elements of strategic management

Analysis – external, internaland stakeholders(fairly straightforward)

Optionsand selection ofoption(not so difficult)

Implementation (now it gets tricky ! )

Based on Johnson, Scholes & Whittington (2005) Exploring Corporate Strategy, 7th Edition, Pearson Education

Good strategy is in the overlap

Often, the environment E movesand the organisation does not move- this can be fatal (strategic drift)

Metanoia

Experience

Service

Product

Commodity

Peer relationship

Process consultancy

Tailor to client needs

Client-led interaction

Minimal interaction

Value-add by Consultants (Day, 2004 from O’Mahoney 2010)

Figure 7.1 Consultants’ responsibility for growth and results modelSource: After Champion, D.P., Kiel, D.H. and McLendon, J.A. (1990) ‘Choosing a consulting role’, Training and Development Journal, 1 February.

Figure 7.2 Push–Pull model

Figure 7.4 16PF Plot Example

Figure 8.1 Consultant–client interaction

Figure 9.7 Example of a force-field diagram

Figure 10.1 A traditional model of organisational decision-making

Figure 10.2 The dimensions of a business decision

Figure 10.3 The Idenberg matrix for strategy processSource: Reprinted from P.J. Idenberg, ‘Four styles of strategic planning’, Long Range Planning, 26 (6), 132–7. Copyright © 1993, with permission from Elsevier.

Figure 11.1 A simplified critical path analysis for a consulting project

Figure 11.2 An example of a page from a project log

Figure 1.1 The managerial role profile

Process Consultant Expert Consultant

Approach

Facilitate & structure Analyse, advise & recommend

Provide a path for client Define the answers

Work with clients to help them understand their own ideas Provide client insights based on expertise & knowledge

Core skills and competences

Developing client rapport Developing client credibility

Listening & questioning Expert knowledge

Facilitation & workshops Analysis, explanation & clarification

Ability to process complex info Into a coherent whole Make advice relevant to client’s specific business context.

Conflict resolution and consensus building

Consultant’s contract with the client

I will help you help yourself I will review your situation

You identify most important problem and the solution I determine the problem and symptoms and then inform you

Your role is to scope and solve the problem Your role is to give me information and answer questions

I will provide a process to help you do this Outcome: my recommendations. I can then develop implementation plans.

You come up with the outcome, I structure it for you

Comparing Expert and Process ConsultingBased on N

ewton 2010

Soft Systems Methodology

Consultancy interview – part 1

http://www.youtube.com/watch?v=--qrJl2Gb8M

https://www.youtube.com/watch?v=pi5gSGK6ZvA

Consulting interview – part 2

How to crack a consultancy case study

Bain and Co

https://www.youtube.com/watch?v=qbP8QKlXjKg

Consulting Interview, Kevin P. Coyne, former McKinsey Worldwide StrategyCo-leader

http://www.youtube.com/watch?v=NFiqnlNocD8

Some frameworks

Figure 6.2 Stakeholder analysis

Figure 6.3 Whole product model

Figure 6.4 Pareto analysis

Figure 6.5 S-curve analysis

Figure 6.10 Decision gates

Figure 6.11 Wharton gridSource: ©Boardroom Associates, 2007

Figure 6.13 Extended Ansoff matrixSource: ©Boardroom Associates, 2011

Figure 6.14 Eisenhower grid

Figure 6.15 BCG matrixSource: Boston Consulting Group. Adapted from The Product Portfolio Matrix (1970). The Star, the Dog, the Cow and the Question Mark – The Growth Share Matrix.

http://www.ted.com/talks/yves_morieux_as_work_gets_more_complex_6_rules_to_simplify?language=en#t-471273

Figure 6.17 Scenario worlds

Figure 6.18 Use of the analytical tools

Figure 7.1 Consultants’ responsibility for growth and results modelSource: After Champion, D.P., Kiel, D.H. and McLendon, J.A. (1990) ‘Choosing a consulting role’, Training and Development Journal, 1 February.

Figure 7.2 Push–Pull model

Figure 7.4 16PF Plot Example

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Decision tool – Pareto analysis

In 1906 Vilfredo Pareto observed that 80% of the land in Italy was owned by 20% of the population and that 20% of the pea pods in his garden contained 80% of the peas.

80% of a company's profits come from 20% of its customers

80% of a company's complaints come from 20% of its customers

80% of a company's profits come from 20% of the time its staff spend

80% of a company's sales come from 20% of its products

80% of a company's sales are made by 20% of its sales staffLiving Life the 80/20 Way by Richard Koch (2004)

Therefore, many businesses have an easy access to dramatic improvements in profitability by focusing on the most effective areas and eliminating, ignoring, automating, delegating or retraining the rest, as appropriate.

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Pareto Principle

80% of information comes from 20% of research cost

The remaining 20% of information would come from 80% of research cost

InformationCost

Time

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Pareto Principle – cost of perfect information

80% of information comes from 20% of research cost and time

The remaining 20% of information would come from 80% of research cost

Information Cost

80% information 20% information

https://www.youtube.com/watch?v=dwsQ2f2wYpU

Comprehensive McKinsey Hypotheses Based Case Interview Approach

https://www.youtube.com/watch?v=8IcBHjYFwZ8

Comprehensive McKinsey, Bain & BCG Operations Case Approach

Pepsi example

https://www.youtube.com/watch?v=nGzYzq3Wsos

Interviewing with McKinsey: Case study interview (advice and reflections)

https://www.youtube.com/watch?v=6R5bT4cJh0A

Case Interview 101 - A great introduction to Consulting Case Interviews

MECE – mutually exclusive collectively exhaustive

https://www.youtube.com/watch?v=4UY6IdVoMJ4

The Apprentice 2013

Case studies

https://www.youtube.com/watch?v=YIl0b7dWHHY

Case Study

Can Gerry Robinson Fix the NHS?

Context

What are the Issues?

Approach?

What type of consultancy would be appropriate?

https://www.youtube.com/watch?v=eOdVXtNGSIs

Alex Polizzi - The Fixer BBC2

Hunter's Brewery – case study

Context

What are the Issues?

Approach?

What type of consultancy would be appropriate?

Figure 11.1 A simplified critical path analysis for a consulting project

Figure 11.2 An example of a page from a project log

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8.1 Perspectives in decision making – EVR Congruence

R E

V

ResourcesOrganizationOperationsAssetsCompetences

EnvironmentExternalitiesPoliticalEconomicSocio-culturalTechnologicalEnvironmentalMarketCustomersCompetitors

ValuesExpectations ofStakeholder groupsManagement styleLeadershipCulture

Adapted from Thompson 1999© Robert Jones 2014

Effective decision making balances resources, environment and values

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8.1 Effective decision making is in the overlap – the congruence of E-V-R

R E

V

ResourcesOrganizationOperationsAssetsCompetencesEfficiency

EnvironmentExternalitiesPoliticalEconomicSocio-culturalTechnologicalEnvironmentalMarketCustomersCompetitors

© Robert Jones 2014ValuesExpectations ofStakeholder groupsManagement styleLeadershipCulture

Strengths and weaknessesOpportunities and threats

Effective decision making –Matching resources withthe environment to satisfyValues and expectationsof stakeholders

Goals Objectives

Acceptability

Feasibility

Suitability

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Network Rail’s transformation programme structure

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Key Performance Indicators

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CP4 outputs

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http://www.youtube.com/watch?v=b4q3i5aw6XQ

© Robert Jones 2013