咨询的艺术英文课件

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1、单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,,,*,,,MBA Introductory Training -- The Art of Consulting (10-24-00),单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,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

2、need to do it,a greater awareness of what you can expect when you arrive on a project and an 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 wal

3、k away with rules of thumb to help you thrive in the PwC consulting environment.,,Toward this end, the session will help provide:,Learning Objectivesa greater u,1,Agenda,Welcome and Introduction,Warm-up Activity: “Traits of an effective PwC consultant …”,Roles & Responsibilities of a Consultant,Pro

4、ject Overview,Framework,Table discussions -- “Consultant Critical Success Factors/Behaviors …”,Break,Data Gathering & Interviewing,Break,Personal Development Planning,Framework,Individual planning,Summary and Closing Activity,Table Discussions -- “What recommendations would you have for next year’s

5、MBAs?”,AgendaWelcome and Introduction,2,Warm-up,Warm-up,Warm-up Activity -- Class-wide,What behaviors do you associate with an,effective,PwC consultant?,,,,,,,Warm-up Activity -- Class-wide,4,Roles & Responsibilities of a Consultant,Roles & Responsibilities of a,Simply stated, the objective of our c

6、onsulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities,Thought Leadership,,,Repurposed Content,,,Relevant, Leverageable Experience,,,,Enhanced Staff Capabilities,(skills, knowledge, experiences),Client Shareholder Value,Firm Profits,En

7、gagement,Simply stated, the objective o,6,The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs,Developing a broad skill set by working on a broad range of projects and industries,Leveraging prior relevant knowledge of industries/subject ma

8、tter to deliver project,Holding staff for the “perfect” job,Investing in thought leadership to expand firm’s product offering,Developing a unique, “blank sheet” of paper approach for a client problem,Continually cycling through different clients to develop a broad experience base,Meeting utilization

9、 targets,Selling proven, easily repeatable projects,Leveraging previously developed content,Developing deep client relationships,VS.,The need to balance the demand,7,For the firm to be successful, it must be able to do three things well -- develop staff, market and execute projects,Critical Factors

10、for Success,Develop Staff,Develop skillsets via training and on-the-job experiences,Develop and share knowledge,Market the Firm,Maintain an appropriate level of investment and return on investment,Leverage prior experiences,Execute Projects,Achieve an optimal blend of new and repurposed content,For

11、the firm to be successful,,8,,The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one’s career, although the underlying tasks will shift,Develop Thought Leadership,Manage Products,Promote Capabilities,Build

12、 Client Relationships,Generate Projects,Develop Team,Manage Resources,Solve Core Problems,Communicate Results,,,,Develop Staff,Do the Work,Market the Firm,Recruit,Develop Skills and Transfer Knowledge,Network,Motivate and Retain,For each these responsibilities, a consultant should know:,What is my r

13、ole, and what are my responsibilities?,How will these roles and responsibilities evolve as I progress?,The roles and responsibilities,9,Level 3 Consultants have a range of recruiting, skill development, and knowledge transfer responsibilities,Responsibilities,,Examples as to how a Level 3 Consultant

14、 can contribute,Energetically participate in recruiting events,Identify high-potential candidates through personal contacts, networking, resumes,Deliver clear, well structured, case-based interviews,Sell PwC to prospective employees,Maintain a “current contact” roster of former classmates,Deliver re

15、cruiting presentations,Recruit,Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training,identify project-based development needs with minimal supervision and define plan to address,Clearly educate project team me

16、mbers/clients about new methodologies or analytic techniques,Provide ad hoc guidance to assist junior staff and client personnel complete assigned tasks,Proactively seek consulting best practices, industry and process insights and other skill transfer opportunities,Identify replicable tools or analy

17、sis and communicate to relevant practice group members,Take an active role in mentoring junior staff in the practice group,Participate in developing “white papers” and thought leadership pieces,,Develop Skills and Transfer Knowledge,Do the,Work,,,,Develop,Staff,Market the Firm,Do the Work,Level 3 Co

18、nsultants have a ran,10,Level 3s also network with, train, and retain other staff,Responsibilities,,Examples as to how a Level 3 Consultant can contribute,,Do the,Work,,,Develop,Staff,Market the Firm,Tackle personal assignments with enthusiasm, pride and commitment,Proactively seek project assignmen

19、ts and tasks which are personally challenging and engaging,With guidance from coach and/or other senior practitioners, proactively create PwC career plan,Identify and position yourself to attract opportunities consistent with career plan and desired personal growth,Organize and lead internal team b

20、uilding events,Assist project managers to develop highly motivated junior staff and client personnel,Serve as a coach for new undergraduate hires,Work with practice leadership to address practice issues,Motivate and Retain,Develop an informal network of fellow practitioners to leverage project insig

21、hts and experience,Maintain strong awareness of practice groups’ current projects and pending projects,Allocate adequate time in PwC office to develop strong relationships with fellow,,practitioners,Direct recent hires and others to appropriate people and resources,Network,,Level 3s also network wit

22、h, tr,11,Level 3s support and engage in a variety of marketing efforts for PwC,Responsibilities,,Examples as to how a Level 3 Consultant can contribute,Draft citations to communicate key project insights throughout practice group,Develop and share innovative analytic techniques,Develop and author th

23、e proposal, receiving limited input where necessary,Understand PwC product and service offerings methodologies and key citations,Understand PwC, MCS, and SC strategies/goals,Display strong competency in 1-2 tools, including knowledge of detailed steps, strengths/gaps, and citations,Develop Thought L

24、eadership,Manage PwC Products & Tools,Convincingly describe personal roles and contributions to recent engagements,Credibly discuss recent wins for the Firm and results of high-profile engagements,Demonstrate awareness of the Firm's major practice groups, competencies, and specialty practices,Promot

25、e Capabilities,Maintain positive relationships with client staff with key information or resources,Proactively understand and consistently meet or exceed all client expectations,Establish firm’s reputation with client personnel,Develop relationships with client managers that yield competitive insigh

26、ts, market intelligence,Build Client Relationships,,,,Author major portions of successful written proposals (e.g., problem structuring, credentials),Identify and preliminarily scope promising follow-on project sales opportunities,Develop competitive insights (e.g., with respect to competitors and ke

27、y buying influences) for potential follow-on work,Assume “front to back” ownership of proposal materials,Generate Projects,,,Do the,Work,,,Develop,Staff,Market the Firm,,Level 3s support and engage in,12,Level 3s serve critical roles in team development, resource management, problem solving, and res

28、ults communication,Responsibilities,,,,,Develop,Staff,Market the Firm,Do the Work: Level 3 Roles,Do the,Work,Implement team building activities,Seek and respect input from team members,Proactively support teammates,Manage assigned client staff and/or PwC consultants,Identify potential team members w

29、ith relevant skills & interest,Identify information needed for fact-based analysis, and develop work plans,Ensure each hour of time and out-of-pocket expense charged to a project is an effective, efficient investment,Proactively monitor progress, and provide timely, accurate forecasts of prospective

30、 difficulties,Identify team management opportunities,Begin to manage client teams,Manage Resources,Develop Team,,,Seek out relevant knowledge to apply,Synthesize findings logically, defend a point of view, and define recommendations,Develop interview guides, conduct interviews, lead focus groups, an

31、d facilitate working sessions,Demonstrate strong knowledge of analytic techniques, frameworks, and methods,Solve Core Problems,Clearly synthesize results of data collection/analysis,Author sections of written deliverables,Deliver portions of presentations with clarity and confidence to client manage

32、ment,Serve as a key facilitator at client workshops and presentations,Communicate Results,,,,Examples as to how a Level 3 Consultant can contribute,Level 3s serve critical roles,13,Beyond problem-solving capabilities, each new consultant is expected to possess certain additional critical skills/trai

33、ts,,Defining Question,Independence,,Tolerance for Ambiguity,,,Sense of Ownership,,,Creativity,,,,Persistence,Can the consultant operate with minimum direction?,,Can the consultant survive, and even thrive, when faced with an ill-defined, unfamiliar situation?,,Is the consultant willing to take owner

34、ship of a problem or task and be held accountable for its resolution?,,Can the consultant develop unique, “out of the box” approaches and solutions that leverage existing content?,,Is the consultant unwilling “to take no for an answer” when it comes to data collection and analysis?,,Key Skill/Trait,

35、Beyond problem-solving capabil,14,Critical skills/traits (continued),,Key Skill/Trait,,Defining Question,Solution Orientation,,,,End-Product Orientation,,,Collaboration,,,Organization,,,Multi-level Thinking,,Is the consultant continually focused on identifying solutions or alternatives rather than e

36、mphasizing problems? Is the consultant an “angel’s advocate”?,,Is the consultant continually “working backwards” from a hypothesis?,,Does the consultant bring out the best in those around her or him?,,Is the consultant able to group together a variety of data into coherent categories?,,Can the cons

37、ultant transition easily from looking at the “big picture” to diving into the analysis?,Critical skills/traits (contin,15,PwC evaluates all consultants and principal consultants along three dimensions,1. Teamwork & cooperation,2. Living our values,3. Evaluating, developing & coaching,4. People progr

38、am participation,1. Productivity,2. Financial management,3. Revenue generation,4. Knowledge management,,,,Adding value to,our Clients,Adding value,to our Firm,Adding value to our People,1.,,Project results,2. Client relationships,3. Innovation,FY2000 version,PwC evaluates all consultants,16,Project

39、Overview,Project Overview,Let’s look more closely at the set of roles and responsibilities associated with “Do the Work” ...,,,,,,Mobilization,Situation Assessment,Solution Development,Implementation Planning,Learning,PHASES OF TYPICAL PROJECT,Let’s look more closely at the,18,Activity -- 10-minute

40、table discussions followed by a class-wide debrief,We will assign one phase of the typical project to each table,In your table groups, review the responsibilities associated with your assigned phase,Discuss the things that you believe will make a consultant effective during this specific phase,Recor

41、d your ideas as “Effectiveness Tips”,Identify one person from your group to report during the debrief,Activity -- 10-minute table di,19,In the first phase, the primary responsibility of theconsultant is to assist the team lead in preparing for the project and preparing the workplan,,,,,,,Responsibi

42、lities,,,Effectiveness Tips,Understand study context and scope,Understand client dynamics,Proactively contribute to issue analysis, hypothesis generation, and workplan development,Assume ownership for portions of the workplan,Discuss development needs/study preferences,Ask structured questions after

43、 developing position,Build relationships (with PwC and client team members),Read the proposal!,Understand what constitutes success,Understand what can cause failure,Begin forming hypotheses as quickly as possible,Look for opportunities to assume ownership,Ask questions, with a purpose and a point of

44、 view,In the first phase, the primar,20,In the second phase, the primary responsibility of the consultant is to build the “fact base” that will serve as the basis for conclusions,,,,,,,Responsibilities,,,Effectiveness Tips,Understand purpose and use of appropriate frameworks, analysis tools, and tec

45、hniques,Conduct data collection and analysis in assigned area (primary and secondary research),Assume ownership for a portion of the deliverable,Provide guidance/coordinate staff consultant work,Preview work with clients,Build good working relationships with PwC and client team members,Understand th

46、e editing/report production process,In the second phase, the prima,21,In the third phase, the primary responsibility of the consultant is to develop a strong “pyramid” in support of recommendations,,,,,,,Responsibilities,,,Effectiveness Tips,Participate in generating and assessing alternatives and r

47、ecommendations,Assist team lead in developing the story and fleshing out the pyramid,Assume ownership for portions of the work products and deliverables,Test recommendations with clients,Review analyses and deliverables for accuracy and consistency,In the third phase, the primar,22,In the fourth pha

48、se, the primary responsibility of the consultant is to develop the detailed plans that link ideas and actions,,,,,,,Responsibilities,,,Effectiveness Tips,Assist in preparing an implementation plan,Support selected client managers in translating change,Develop a communications plan,Participate in per

49、iodic checkups,Identify emerging roadblocks to implementation of potential solutions,In the fourth phase, the prima,23,In the final phase, the primary responsibility of the consultant is to identify opportunities for both learning and knowledge sharing,,,,,,,Responsibilities,,,Effectiveness Tips,Pre

50、pare the analyses and deliverables for client delivery,Identify lessons learned and practice development opportunities,Prepare the workpapers (hard and soft copies),Develop a citation for this engagement, and incorporate in your resume,In the final phase, the primar,24,Consultants should know that c

51、ertain behaviors are key to success, particularly when dealing with clients,Be Honest,When you don’t know, say so. When you’re not sure, admit it and offer to follow up,Be Prepared,Be prepared for the inevitable questions, both straightforward and leading,Be Discreet,Be careful with what you say –

52、assume that the client is listening at all times,Be Sensitive to Client Perceptions,Be aware of client’s perceptions, and avoid behaviors that reinforce these perceptions,Consultants should know that c,25,,,The key to managing client perceptions is to put yourself in the place of the client, and the

53、n to act accordingly,Tips to Manage/Rebut Behaviors that Reinforce a Negative Perception,“,They’re overcharging us”,Don’t perform non-value-add work during working hours and/or in front of the client,Keep references of “conspicuous consumption” to a minimum,Client Perceptions,“,They think they’re be

54、tter than us”,Adapt to client’s business environment (e.g., working hours, dress codes),Treat all levels of client personnel well,Be conscious of the client’s time,Don’t overestimate your own importance,“,They don’t understand our business”,Do your homework,Take an interest,“,They are carpetbaggers”

55、,Form relationships, without jeopardizing your objectivity,The key to managing client per,26,Break,Break,Data Gathering & Interviewing,Data Gathering & Interviewing,Objectives for this section,Provide an overall context and guide for gathering data during a project,Understand how data will support a

56、nalyses and other project objectives,Identify where to obtain data,Learn how to organize activities and tasks,Improve your ability to structure and perform client interviews,When to use an interview,Contents of an interview guide,Structure of an interview,Interview tips,Objectives for this sectionPr

57、o,29,,Section Agenda,Data Gathering Approach,,Interview Process,Section AgendaData Gathering A,30,,,Define Data Gathering,Requirements,Develop,Data,Gathering,Plan,Gather,Data,,A structured approach to gathering data can support projects throughout multiple phases,Strategic Change Framework,,Data Ga

58、thering Approach,,,,,,,,,Mobilization,Situation Assessment,Strategy Development,Implementation Planning,Learning,Define Data GatheringDevelopG,31,,,Key,Purpose,Determine data requirements,Identify specific data needs tied to proposed analyses,DEFINE DATA REQUIREMENTS,,Determine other project relate

59、d requirements,Provide context for project,Manage stakeholders,Build relationships,Identify and qualify data sources,Establish credibility for the project and project team within the organization,,+,,,Define Data Gathering,Requirements,Develop,Data,Gathering,Plan,Gather,Data,When defining data requ

60、irements, consider that data gathering activities can serve a variety of purposes,KeyDetermine data requirements,32,,Key Activities,DEVELOP DATA GATHERING PLAN,,,,,Identify data sources,Primary data sources,Secondary data sources,Determine appropriate data gathering activities,Interviews,Facilitated

61、 workshops,Survey,Literature search,On-line research,Archival research,Best practices,Observation,,,,Sequence data gathering activities,Determine dependencies,Consider logistical requirements,Evaluate project deliverable timeline,Determine order between/within activities,Assign data gathering respo

62、nsibilities,PwC team members,Client personnel,Data service/ contract assistance,,,,Define Data Gathering,Requirements,Develop,Data,Gathering,Plan,Gather,Data,A comprehensive data gathering plan considers where to obtain the data and how to organize activities and tasks to maximize the efficiency an

63、d effectiveness of our efforts,Key ActivitiesDEVELOP DATA GAT,33,,,,,,Pre-survey activities,Identify participants and location,Enlist appropriate sponsorship,Line up survey processing support,Determine survey time table,Select survey vehicle (e.g., electronic, paper based, telephone),Design and pilo

64、t the survey,,,Key Activities,(Survey Example),GATHER DATA,,Execute survey,Distribute survey,Query participants to ensure proper tool use,Follow up prior to survey due date,Post-survey activities,Compile data,Review data for consistency and completeness,Clarify data anomalies with participants,Prepa

65、re database for analysis,,,Define Data Gathering,Requirements,Develop,Data,Gathering,Plan,Gather,Data,Successful data gathering requires significant pre-,and,post-work,Pre-survey activitiesKey Activ,34,,Section Agenda,Data Gathering Approach,,Interview Process,Section AgendaData Gathering A,35,,,,,

66、,Define nature and scope of interviews,Develop interview guide,Make arrangements,Conduct interviews,Analyze and summarize,,,,,,,,,,,,,,,,,,,,,,,,INTERVIEW PROCESS,GUIDED,,DIALOGUE,,,,,Follow a structured process from definition of the interview program to the analysis and summary of the findings,Define nature and scope of int,36,,,,Hypothesis Generating Interviews,Client objectives,“Real” issues,How things work,Underlying problems,Where “bodies are buried”,Client culture,Data Gathering Interview