Consult like a PRO Management Consulting Skills and Problem-Solving Process.

Slides:



Advertisements
Similar presentations
Bell Work Read employment article Being an MVP at Work. Be prepared to discuss the article and explain the key points and understanding appropriate workplace.
Advertisements

Learning outcomes: PwC’s perspective
Principals Session: Introduction to NTI Goals and Session Framework for Principals EngageNY.org.
Achieve Benefit from IT Projects. Aim This presentation is prepared to support and give a general overview of the ‘How to Achieve Benefits from IT Projects’
Training Needs Analysis. Ambition in Action TAFE NSW: Doing business in the 21 st Century The TAFE NSW Workforce Development Guarantee.
Strategic Value of the HR Function Presentation by
HR Manager – HR Business Partners Role Description
Using training packages to meet client needs Facilitator: Gerard Kell.
Level 3 Award in Leadership and Management Workshop 5 - Presentation
Dr Jim Briggs Masterliness Not got an MSc myself; BA DPhil; been teaching masters students for 18 years.
1 Graduates’ Attributes : EMF, EUR-ACE and Federal Educational Standards Alexander I. Chuchalin, Chair of the RAEE Accreditation Board Graduates’ Attributes.
Abt Associates Inc. In collaboration with: I Aga Khan Foundation I BearingPoint I Bitrán y Asociados I BRAC University I Broad Branch Associates I Forum.
Action Logic Modelling Logic Models communicate a vision for an intervention as a solution to a public health nutrition (PHN) problem to:  funding agencies,
Merging academic and practice based learning for enhanced student employability. Transferability of a TLQIS funded project implemented at the School of.
Quality evaluation and improvement for Internal Audit
The Graduate Attributes Project: a perspective on early stakeholder engagement Dr Caroline Walker Queen Mary, University of London.
The Case Study Method: An Introduction Val Chukhlomin, PhD MBA Scanning the Business Environment.
Human Resource Management and Strategic Human Resource Management
Human Resource Management
Team Leadership Chapter 12.
Learning and Development Developing leaders and managers
Introduction to Human Resource Development Moving from HRM to HRD Contd…. Lecture 10.
ILM Level 3 Award or Certificate in Leadership and Management A three or five day programme 15 Ensign, Westwood Way, Coventry, CV4 8JA.
Concept and Necessity.  A successful organization has one major attribute that sets it apart from unsuccessful organizations, viz., DYNAMIC AND EFFECTIVE.
Developing a Personal Development Plan
Copyright © 2008 Allyn & Bacon Meetings: Forums for Problem Solving 11 CHAPTER Chapter Objectives This Multimedia product and its contents are protected.
+ Hybrid Roles in Your School If not now, then when?
Charting a course PROCESS.
CORPORATE COURSE LIST “People Make The Difference” 700 N. St. Mary’s St. Suite 1400 San Antonio, TX or
Strategic Human Resource Management
MANAGING STRATEGY INTRODUCTION TO STRATEGIC MANAGEMENT.
Project Human Resource Management
Synthesis of Ideas from MERGA Conference 2007 Participants in VP Development Session on National Curriculum Gaye Williams VP (Development) thanks all MERGA.
International Perspective: Laotians and Canadians Learning Together to Understand the Sustainability of Tourism in Laos.
New Faculty Orientation Needs Assessment Report
Lynette Molstad Gorder, Ed.D. Dakota State University Madison, SD.
IWRM PLAN PREPARED AND APPROVED. CONTENT Writing an IWRM plan The content of a plan Ensuring political and public participation Timeframe Who writes the.
Deloitte Consulting SCOOPS Session September 2003.
Develop your Leadership skills
Chapter 11 – Team Leadership
Multidisplinary Approach.. What are your expectations Write on board.
1 MBA PROJECT Nasir Afghan/Asad Ilyas. 2 Objective To enable MBA students to execute a client focused challenging assignment and to enhance.
AugusBoth checks were cut the was cut on1/16 and the other one for was cut yesterday, both went out yesterday Marybeth Tahar Interaction.
Instructional leadership: The role of promoting teaching and learning EMASA Conference 2011 Presentation Mathakga Botha Wits school of Education.
Connected Learning with Web 2.0 For Educators Presenter: Faith Bishop Principal Consultant Illinois State Board of Education
Dr. Jana Jagodick Polytechnic of Namibia, 2012 Project Management Chapter 3 Project Management for Strategic Goal Achievement.
Certificate IV in Project Management Introduction to Project Management Course Number Qualification Code BSB41507.
COPYRIGHT PAGE Published by Flat World Knowledge, Inc. © 2013 by Flat World Knowledge, Inc. All rights reserved. Your use of this work is subject to the.
Chapter 10 – Team Leadership
Toolkit for Mainstreaming HIV and AIDS in the Education Sector Guidelines for Development Cooperation Agencies.
What is HQPD?. Ohio Standards for PD HQPD is a purposeful, structured and continuous process that occurs over time. HQPD is a purposeful, structured and.
Group work – why do it? Rachel Horn – Civil & Structural Engineering.
Citizen Stewardship Outcome Kick Off Meeting 11/18/2014.
Generic competencesDescription of the Competence Learning Competence The student  possesses the capability to evaluate and develop one’s own competences.
Exploring the National Educational Technology Standards for Administrators, Teachers, and Students Presented by: Jana Bowling.
Relationships in the 21 st Century Parent Teachers Students Association (PTSA) Goals, Membership, Participation.
Chapter 10 Learning and Development in a Knowledge Setting
© 2015 Deloitte Belgium1 Enhancing the management culture at DG EAC Implementation of a 360° feedback exercise.
Introduction to Management LECTURE 24: Introduction to Management MGT
CDIO: Overview, Standards, and Processes (Part 2) Doris R. Brodeur, November 2005.
true potential An Introduction to the Middle Manager Programme’s CMI Qualifications.
©SHRM SHRM Speaker Title Bhavna Dave, PHR Director of Talent SHRM member since 2005 Session 2: Relationship Management Competencies for Early-Career.
Chapter 10 Interpersonal Skills. Self-Esteem Self-esteem is how you perceive your worth or value as a person. Self-esteem is how you perceive your worth.
BUS 660 Entire Course (2 Sets) For more course tutorials visit This Tutorial contains 2 Sets of Papers for each Assignment (Check Details.
Fitness and Conditioning
Learning and Development Developing leaders and managers
Vision Facilitation Template
Learning and Development Developing leaders and managers
Leadership for Safety Through the Case Method
OD Interventions Unit-3.
Presentation transcript:

Consult like a PRO Management Consulting Skills and Problem-Solving Process

Introduction In today’s changing world, the continuous adapting will be a critical factor to ensure success. Successful professionals are those who can continuously learn, unlearn, and relearn. They would need to develop cross-functional skills, take an integrated and holistic perspective, have excellent communication skills, and have the ability to orchestrate change. Above all, this mean effective problem- solvers with a well-honed consulting approach. 4 Key Attributes to be successful  Problem-solving ability.  Framing the problem  Logical assessment  Issue Analysis  Personal impact.  Capacity to empathize  Being an team member  Active contribution.  Leadership.  Change Management  Managing diversity  Seeing the future ahead  Aspirations.  Goal orientation  Values and beliefs  Building the shared vision The Program THE CONSULTING PROCESS is an active-learning program that provide participants with tools and techniques commonly used by top notch consulting firms in their quest to uncover and solve business problems. This program aims to enhance participants skills in problem-solving, communications, team working, and leadership. Who Should Attend? This program is designed for professionals who aspire to develop superior problem-solving skills with consulting approach. It is also suitable for managers who need to engage with external consultants or be change agents within their organizations. Learning Objective By the end of the program, Participants should be able to:  Understand the roles and processes of the consulting function  Identify consulting approaches that best fit a client situation  Assess their own unique consulting styles and match the relevant skills required  Understand the consulting problem- solving process  Share and agree on the scope of professionalism, ethics and practices in management consulting The Consulting Process – Framework

PROGRAM CONTENT IVConsulting Process Understand key learning and gist of the 7 steps in The Consulting Process:  Understand the business situation and frame the problem  Generate/refine issues and generate hypotheses  Determine required information and analysis needs  Develop a comprehensive workplan to task the whole project within a high- performing team  Use proven and useful techniques to collect data and perform research  Learn to apply basic analytical tools and techniques on the data collected  Summarize findings from the data analysis and translate these findings into high-quality recommendations Learn to apply The Consulting Process or its underlying tools and techniques in various situations:  Develop business case  Solve business problem  Develop high impact presentations and reports  Sell ideas internally to different stakeholders within an organization IOverview of Consulting Understand the the consulting business industry and key processes involved in a consulting project. Identify the common processes involved in any consulting assignment. Understand various engagement models used by different consulting firms. Explore the appropriate engagement styles for your consulting projects. IIThe Consulting Process Have a holistic overview of The Consulting Process (TCP). Understand the inter- relations of 7-step framework. Learn to use techniques in TCP to form and translate business needs into a business case/engagement.  Technology vs. Strategy vs. business consulting  Implementing consulting assignment  The role of consultants in change management  The nature of change and organization development  Develop high-performing team; understand group dynamics and avoid group-think  Interpersonal relationship building  Feedback and decision making – Training Materials  Participants will receive a training guide, case studies, relevant worksheets, articles, and folder  The Consulting Process, 100-page guide will be provided to all participants Training Methodology  Lectures, audio-visual presentations, exercises, group discussions and presentations, case studies, role play IIICase Studies In this program, a series of case studies will be provided. Participants will attempt these cases in team and share their experience.