Based on O’Mahoney 2010

Client Clarify Create ChangeConfirm Continue Close Seven Cs of Consulting

Exhibit 1.3 A model of the elements of strategic management Analysis – external, internal and stakeholders (fairly straightforward) Options and selection of option (not so difficult) Implementation (now it gets tricky ! ) Based on Johnson, Scholes & Whittington (2005) Exploring Corporate Strategy, 7th Edition, Pearson Education

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)

Process ConsultantExpert Consultant Approach Facilitate & structureAnalyse, advise & recommend Provide a path for clientDefine the answers Work with clients to help them understand their own ideasProvide client insights based on expertise & knowledge Core skills and competences Developing client rapportDeveloping client credibility Listening & questioningExpert knowledge Facilitation & workshopsAnalysis, explanation & clarification Ability to process complex info Into a coherent wholeMake advice relevant to client’s specific business context. Conflict resolution and consensus building Consultant’s contract with the client I will help you help yourselfI will review your situation You identify most important problem and the solutionI determine the problem and symptoms and then inform you Your role is to scope and solve the problemYour role is to give me information and answer questions I will provide a process to help you do thisOutcome: my recommendations. I can then develop implementation plans. You come up with the outcome, I structure it for you Comparing Expert and Process Consulting Based on Newton 2010

Soft Systems Methodology – for dealing with highly complex problem situations

Good strategy is in the overlap Often, the environment E moves and the organisation does not move - this can be fatal (strategic drift)

8 | Presentation Topic | Russian Railways Corporate University 8.1 Effective decision making is in the overlap – the congruence R R E E V V Resources Organization Operations Assets Competences Efficiency Environment Externalities Political Economic Socio-cultural Technological Environmental Market Customers Competitors © Robert Jones 2014 Values Expectations of Stakeholder groups Management style Leadership Culture Effective decision making – Matching resources with the environment to satisfy Values and expectations of stakeholders Goals Objectives Acceptability Feasibility Suitability

Consultancy interview

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