Date post: | 23-Dec-2015 |
Category: |
Documents |
Upload: | norah-morgan |
View: | 219 times |
Download: | 3 times |
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
57 | Presentation Topic | Russian Railways Corporate University
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.
58 | Presentation Topic | Russian Railways Corporate University
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
59 | Presentation Topic | Russian Railways Corporate University
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
71 | Presentation Topic | Russian Railways Corporate University
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
72 | Presentation Topic | Russian Railways Corporate University
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
73 | Presentation Topic | Russian Railways Corporate University
74 | Presentation Topic | Russian Railways Corporate University
75 | Presentation Topic | Russian Railways Corporate University © Robert Jones 2013
Network Rail’s transformation programme structure
76 | Presentation Topic | Russian Railways Corporate University © Robert Jones 2013
Key Performance Indicators
77 | Presentation Topic | Russian Railways Corporate University © Robert Jones 2013
CP4 outputs
78 | Presentation Topic | Russian Railways Corporate University
http://www.youtube.com/watch?v=b4q3i5aw6XQ
© Robert Jones 2013