1. Type author names here © Oxford University Press, 2013. All rights reserved. Chapter 4: Clients Dr. Joe O’Mahoney and Calvert Markham O’Mahoney and Markham: Management Consultancy, 2 nd edition Adapted from:

2. O’Mahoney and Markham: Management Consultancy, 2 nd edition Chapter Objectives You will learn to: Examine the processes underpinning the client–consultant relationship Detail the gradual shift from Personal to Procurement models of client engagement Describe the pros and cons of the procurement function Explain the procurement process Suggest methods for managing consultants

3. O’Mahoney and Markham: Management Consultancy, 2 nd edition 4.1 Consultant – Client Relationships

4. Consulting Interview, Kevin P. Coyne, former McKinsey Worldwide Strategy Co-leader http://www.youtube.com/watch?v=NFiqnlNocD8 (15 minutes in “strategy”)

5. What are the various consultancy roles? 1 2 3 4 5 6 7

6. O’Mahoney and Markham: Management Consultancy, 2 nd edition Consultant roles Expert Coach / facilitator Friend Drone Political agent

7. Case study Anglia Property Preservation https://www.youtube.com/watch?v=OWymwxJzYlU

8. O’Mahoney and Markham: Management Consultancy, 2 nd edition Differing value-add by consultants

9. O’Mahoney and Markham: Management Consultancy, 2 nd edition Personalised vs. Commodified strategies Recap from earlier session:

10. Process ConsultantExpert Consultant Approach Facilitate & structureAnalyse, advise & recommend Provide a path for clientDefine 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 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

11. 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.

12. Figure 7.2 Push–Pull model Wickham, P. (2004)

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

14. O’Mahoney and Markham: Management Consultancy, 2 nd edition 4.2 From personal relationships to procurement

15. O’Mahoney and Markham: Management Consultancy, 2 nd edition From personal to procurement The personal model Strengths and weaknesses The rise of procurement Strengths and weaknesses

16. O’Mahoney and Markham: Management Consultancy, 2 nd edition Personal vs. procurement

17. O’Mahoney and Markham: Management Consultancy, 2 nd edition The procurement process Defining projects –What’s the problem? –Creating the business case –Skills Assessment –Involving consultancies The RFI The RFP Appropriate levels of detail

18. O’Mahoney and Markham: Management Consultancy, 2 nd edition Finding and selecting consultants Starting from scratch Preferred supplier lists Selecting consultants [Insert figure 4.4 here]

19. O’Mahoney and Markham: Management Consultancy, 2 nd edition Negotiating with consultants From specification to contract Agreeing fees Payment structures

20. O’Mahoney and Markham: Management Consultancy, 2 nd edition Putting the pieces together

21. O’Mahoney and Markham: Management Consultancy, 2 nd edition 4.3 Managing consultants

22. O’Mahoney and Markham: Management Consultancy, 2 nd edition Managing Consultants 1 Preparing the organisation Reporting and managing –Client roles -Communication and reporting -General management

23. O’Mahoney and Markham: Management Consultancy, 2 nd edition Managing Consultants 2 Building the relationship Handover and exit Evaluating performance

24. O’Mahoney and Markham: Management Consultancy, 2 nd edition A typical project structure

25. O’Mahoney and Markham: Management Consultancy, 2 nd edition Summary

26. O’Mahoney and Markham: Management Consultancy, 2 nd edition Summary This chapter has: Provided a description of the client’s perspective Explained why clients use consultants Described the procurement process Explained how clients find, select and recruit consultants Demonstrated how consultants are managed by clients