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Case Start-Up
December 1998Copyright© 1998 Bain & Company, Inc.
Authors: Dianna Magnaniand Robert Murray
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Agenda
•Elements of Effective Case Start-Up
–Develop an Answer-First Workplan
–Build Strong Relationships
–Run an Effective Caseteam Kickoff Meeting
–Establish an Efficient Process
•Key Takeaways
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Getting your caseteam off to a successful start involves developing an answer-first workplan; building strong relationships with your VP/manager, caseteam members, and clients; running an effective caseteam kickoff meeting; and establishing an efficient process for getting the work done.
•At Bain
•At the client
•Establish clear objectives
•Prepare materials in advance
•Manage the meeting logistics
•Learn about the client and the industry
•Understand the client’s situation and the goals of the case
Build Strong Relationships
Run an Effective Caseteam Kickoff
Meeting
Establish an Efficient Process
Develop an Answer-First Workplan
Case Start-Up Requirements
•With the VP/manager
•With individual caseteam members
•With the client project leader
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Developing an effective answer-first workplan is critical to having a successful case start-up. Some things you should consider when preparing a workplan are:
Understand the Client’s Situation and the Goals of the Case
Learn about the Client and the Industry
Meet with VP/manager to discuss:objectives/deliverables
project scope
major issues
approach
timing/deadlines
client background/ any previous Bain work
Check BRAVA and the BVU to see if Bain has worked for competitors and to become familiar with the industry, analytic frameworks, and any prior work for client
Obtain a copy of:
Contact practice area head for insights and additional materials
Call library to request literature search on client/industry and order relevant subscriptions
Develop a Red Book
Meet with client project leader to confirm understanding of project:
goals key deliverables timingmain elements of approach key decisions that must be made, by whom, when
Develop an Answer-First Workplan
the proposal client annual reportsclient product/service descriptionsclient organizational chartsclient industry overview materials
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Meeting with the VP/manager, caseteam members, and client project leader during start-up will allow you to:
•Agree on case objectives and deliverables
•Establish an overall timeline and first-pass deadlines
•Nail down roles and responsibilities
•Obtain important client information
•Understand team members’ professional development goals
•Discuss work styles
Build Strong Relationships
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• Role of case in overall client relationship
• Key players
• Process for interacting with client (meetings, presentations)
• Background/any previous Bain work
• Sensitivities
• Potential conflicts with other clients
The Client Work Styles
• Your professional development goals
• Staffing
• Team structure and reporting relationships
• Team mapping to client
• Frequency of and method for updates
– between CTL and VP/manager
– between Bain and client
• Degree of VP/manager involvement
– with caseteam– with client
• If multiple VPs/managers, division of responsibilities
• Responsibility for scheduling client meetings, pre-wires, and presentations
• Objectives/deliverables
• Project scope
• Major issues
• Approach
• Timing/deadlines
The Case The Team
The first meeting you should schedule is with the VP/manager. Topics to discuss include:
The preliminary answer-first
workplan
Build a Strong Relationship with the VP/Manager
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• General client background
• Overall case objectives and deliverables
• Timing/deadlines
• Potential workstreams (objectives, types of work, amount of client contact)
The Client and Case
Work Styles (Yours and
Theirs)
• Frequency of and method for updates
• Likes/dislikes – late nights– last minute
crunches–weekend work–early morning
meetings
• Travel preferences
• Previous work experience/Bain cases
• Strengths and weaknesses
• Professional development goals/skill plan/HLAs
• Types of work they like/dislike
The Team Member
Meeting one-on-one with caseteam members gives you an opportunity to communicate your enthusiasm about the case, to learn about their professional development goals, and to discuss work styles.
Build Strong Relationships with Individual Caseteam Members
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One-on-one meetings are the first step in ongoing team management.
Hallway Conversations
One-on-One Meetings
Voicemails Caseteam
Kick-off Meeting
Actively seek opportunities for formal and informal interactions to keep
connected to the team
Ongoing Team Interactions
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• Frequency and means of communicating deliverables
• Client’s role vs. Bain’s role
– provide data – analyze data– prepare
presentations– review presentation
drafts
• First-pass client/Bain team mapping
Bain/Client Relationship
Major Meetings
• Related work (client internal studies, other consultants’ work, purchased studies and data)
• Initial data request
• Key client contacts (names, phone numbers, E-mail addresses)
• Client kick-off meeting
• Major presentations
• Working sessions
• Goals
• Key deliverables
• Timing
• Main elements of approach
• Key decisions that must be made, by whom, when
The CaseClient
Information
Meeting with the client project leader during the start-up phase will enable you to reiterate the case objectives and deliverables, discuss roles and responsibilities, obtain necessary client information, and schedule important meetings.
Build a Strong Relationship with the Client Project Leader
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BOS
Extensive preparation is required to have an effective caseteam kick-off meeting.
Run an Effective Caseteam Kickoff Meeting
Prepare Materials in Advance
Bain policies
Content (select slides from proposal, Red Book)
Team logistics/information
Client logistics/Information
– confidentiality– records management– travel– expense guidelines
– contact list – directions– hotel information– flight schedules
– case code– distribution list– calendar with key deadlines
Manage the Meeting Logistics
Attendance (Required of all consultant staff, including VPs. Required of administrative staff during ground rules and logistics discussions.)
Meeting room (reserve for at least two and a half hours)
Breakfast or lunch, as appropriate
Establish Clear Objectives
Outline main goals of case and what each person’s role will be
Seek to appear organized and in control
Consider team ground rules
Think of ways to generate excitement about case
Meeting agenda
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•Team Member Introductions
•Case Background–content–objective–critical issues–approach
•Client Overview–company description –organization –client team members
•Workplan–answer first–deliverables/tasks/activities–team structure–roles and responsibilities
Sample Agenda (1 of 2)
Agenda Item Time Required
15 minutes
15 minutes
20 minutes
30 minutes
Here is a sample agenda for a two and a half hour caseteam kickoff meeting.
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•Team Ground Rules
•Bain Policies –confidentiality–records management–travel–expense guidelines
•Client Logistics/Information–contact list–directions–hotel information –flight schedules
•Team Logistics/Information–case code–distribution lists–calendar with key deadlines
Sample Agenda (2 of 2)
Agenda Item Time Required
15 minutes
25 minutes
15 minutes
15 minutes
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Agenda Item Example Approach
•Team Member Introductions
•Case Background– content– objectives– critical issues– approach
•Client Overview– company description– organization – client team members
•Workplan– answer first– deliverables/tasks/activities– team structure– roles and responsibilities
•Go around room, ask everyone to describe his/her background and interests and what he/she hopes to get out of the case
•Describe case background, tell why you are excited about the case
•Use slides from proposal and start-up materials
•Clarify critical issues and business decisions
• Introduce client company, including important products/services
•Show organizational chart, identifying key clients
•Describe client sensitivities
•Use prepared answer-first logic pyramid, and deliverables and timeline slides (or have team brainstorm hypothesis and answer-first logic pyramid)
•Obtain input from team regarding tasks and activities
•Discuss areas of relative over-emphasis or under- emphasis” based on client context
• Identify critical path activities and potential roadblocks
Bring the Agenda to Life (1 of 3)
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•Team Ground Rules•Brainstorm list of ground rules with team. List should include the following topics:
– importance of punctuality– work styles (nights, weekends)– communication methods (voicemail, E-mail, fax)– communication styles (level of directness, openness)– feedback protocols (frequency, venue) – protocols for working with assistants
Bring the Agenda to Life (2 of 3)
Agenda Item Example Approach
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Bring the Agenda to Life (3 of 3)
•Bain Policies/Client Logistics/Team Logistics
•Review rules (use of other caseteams’ materials, research techniques, experience sharing with other teams)
•Review importance of records management and basic procedure for caseteam filing and document archiving and destruction
•Discuss expected frequency of travel, how to get to client, security passes/building access rules
•Review relevant travel and expense guidelines
•Ask for volunteer to coordinate first caseteam event
•Distribute calendars – include project deadlines, scheduled client meetings, holidays– ask team to add vacation schedules, Bain internal activities (e.g., training, recruiting)
•Schedule regular caseteam meetings
Agenda Item Example Approach
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Managing process details at both Bain and the client will ensure a smooth workflow.
At the ClientAt Bain
Ask finance for case code
Work with caseteam assistant to establish production and caseteam filing procedures
Contact MIS/IT to establish caseteam folders on shared drives and discuss any specific MIS/IT requirements
Ensure graphics has client logo
Identify client administration contact to support team
Investigate hotel rates, taxi accounts, and other travel arrangements
Discuss facility requirements at client site (office space, printer and fax access, phone lines, etc.)
Arrange for security passes/building access at client
Establish an Efficient Process
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Copyright© 1998 Bain & Company, Inc.
Case Start-Up
BOS
Agenda
•Elements of Effective Case Start-Up
–Develop an Answer-First Workplan
–Build Strong Relationships
–Run an Effective Caseteam Kickoff Meeting
–Establish an Efficient Process
•Key Takeaways
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Copyright© 1998 Bain & Company, Inc.
Case Start-Up
BOS
•Caseteam leaders must invest heavily during the first couple of weeks of a case to ensure a successful start-up
•Developing an answer-first workplan is critical to focusing the team and the client on the most leveraged issues
•Building strong relationships with your VP/manager, caseteam, and client project leader will facilitate communication and help you create a team environment
•Running an effective caseteam kick-off meeting will help you motivate your team and get them off to a fast start
•Establishing an efficient work process at both Bain and the client will ensure a smooth workflow
Key Takeaways