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.

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

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

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

A model of the elements of strategic management Exhibit 1.3

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

Seven Cs of Consulting Client Close Clarify Create Continue Confirm Change

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 Exhibit 1.3

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

Value-add by Consultants (Day, 2004 from O’Mahoney 2010) Peer relationship Process consultancy Tailor to client needs Client-led interaction Minimal interaction Metanoia Experience Service Product Commodity

Figure 7.1 Consultants’ responsibility for growth and results model Source: 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 process Source: 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

Core skills and competences Consultant’s contract with the client Comparing Expert and Process Consulting 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 Based on Newton 2010

Soft Systems Methodology

Consultancy interview – part 1 http://www.youtube.com/watch?v=--qrJl2Gb8M

Consulting interview – part 2 https://www.youtube.com/watch?v=pi5gSGK6ZvA

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 Strategy Co-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 grid Source: ©Boardroom Associates, 2007

Figure 6.13 Extended Ansoff matrix Source: ©Boardroom Associates, 2011

Figure 6.14 Eisenhower grid

Figure 6.15 BCG matrix Source: 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 model Source: 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

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 staff Living 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.

Pareto Principle Information Cost Time 80% of information comes from 20% of research cost The remaining 20% of information would come from 80% of research cost Information Cost Time

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 80% information 20% information Information Cost

Comprehensive McKinsey Hypotheses Based Case Interview Approach https://www.youtube.com/watch?v=dwsQ2f2wYpU

Comprehensive McKinsey, Bain & BCG Operations Case Approach Pepsi example https://www.youtube.com/watch?v=8IcBHjYFwZ8

Interviewing with McKinsey: Case study interview (advice and reflections) https://www.youtube.com/watch?v=nGzYzq3Wsos

Case Interview 101 - A great introduction to Consulting Case Interviews MECE – mutually exclusive collectively exhaustive https://www.youtube.com/watch?v=6R5bT4cJh0A

The Apprentice 2013 https://www.youtube.com/watch?v=4UY6IdVoMJ4

Case studies

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=YIl0b7dWHHY

Alex Polizzi - The Fixer BBC2 Hunter's Brewery – case study Context What are the Issues? Approach? What type of consultancy would be appropriate? https://www.youtube.com/watch?v=eOdVXtNGSIs

Figure 11.1 A simplified critical path analysis for a consulting project

Figure 11.2 An example of a page from a project log

8.1 Perspectives in decision making – EVR Congruence Effective decision making balances resources, environment and values Environment Externalities Political Economic Socio-cultural Technological Environmental Market Customers Competitors Resources Organization Operations Assets Competences R E V Values Expectations of Stakeholder groups Management style Leadership Culture Adapted from Thompson 1999 © Robert Jones 2014

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

Network Rail’s transformation programme structure © Robert Jones 2013

Key Performance Indicators © Robert Jones 2013

CP4 outputs © Robert Jones 2013

http://www.youtube.com/watch?v=b4q3i5aw6XQ © Robert Jones 2013