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    Add as FriendConsultancy Skills : Dr Simon Haslam FMR Research Ltd

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    1 : Consultancy Skills Dr Simon Haslam FMR Research Ltd
    2 : Our aim To learn about consultancy in an organisational context. What consultancy involves, the key competencies and abilities, and the tools and techniques helpful to a consultant.
    3 : About us Your role Your consultancy experience What you’re hoping to learn from today
    4 : 1. What we mean by consultancy
    5 : What we mean by consultancy The MCA defines management consulting as: “The creation of value for organisations, through improved performance, achieved by providing objective advice and implementing business solutions.” “Consulting involves individuals, whether self-employed or employed, individually or collectively using their knowledge, experience and analytical and/or problem-solving skills to add value into a wide variety of organisations, and therefore to the UK economy as a whole, within a framework of appropriate and relevant professional standards, disciplines and ethics.” (IC)
    6 : What we mean by consultancy “…to try to take ownership of an organisation’s problems and use research and logic to develop possible options for a way forward.” Matt Baumann “giving solutions to the problems that companies have.” Jane Ridley
    7 : Consulting is about helping an organisation get from A to B… … perhaps without knowing at the outset where A is, where B is, the appetite for the journey or your role in it.
    8 : Consultants = change What Feasibility - exploration Change implementation Review/evaluation Why Additional capacity, third party objectivity, process skills, access to specific information, ‘bad guy’
    9 : Eras of consultancy Scientific management Strategy boutiques Technology enabled change
    10 : Management Consulting Labour government - £2m pa spend Previous conservative government - £0.5m pa European market (2010) – 25m euros
    11 : identified six key client trends: 1. Context – the globalisation of clients will be a crucial source of growth, but at the same time, it will reshape the industry. 2. Purchase – increasing use of multinational purchasing models will impact the historic influence of relationships. 3. Resources – clients are choosing to staff more projects internally which, before they might have hired external consultants to do. 4. Delivery – instead of competition primarily being between familiar enemies, it’s now between firms and freelancers. 5. Outcome – the majority of firms now sit in the middle between advice and implementation. A new basis of differentiation is needed: outcomes. 6. Margin – fee rates among multinational companies have dropped by 10-15 per cent.  
    12 : Key Stages in Consulting Opportunity development Agreeing Terms of Reference Information gathering Interpretation and insight development Sign-off Aftercare
    13 : Cost Spec/quality Time ‘What are the deliverables?’
    14 : Intervention styles ‘Expert consultant’ ‘Process consultant’
    15 : Hands on – hands off 7. Help them think through their own ideas 6. Add options to their ideas 5. Advise them what to do 4. Tell them what to do 3. Show them how to do it 2. Do it with them 1. Do it for them
    16 : Competence framework © Institute of Consulting 1.0 Client Focus 2.0 Building and Sustaining Relationships 3.0 Applying Expertise and Knowledge 4.0 Achieving Sustainable Results 5.0 Market Capability and Knowledge
    17 : 2. Perspectives helpful to consultants
    18 : The organisational context Internal Micro environment Macro environment
    19 : In one application, sensemaking is approached as the ability or attempt to make sense of an ambiguous situation. More exactly, sensemaking is the process of creating situational awareness and understanding in situations of high complexity or uncertainty in order to make decisions. It is "a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively“ (Klein, as referenced in Wikipedia)
    20 : Vision – ambition, aspiration Mission – purpose, raison d'être Values – strategic drivers, codes
    21 : ‘Hilltops’
    22 : ‘certainty’ ‘agreement’ high low high low
    23 : ‘certainty’ ‘agreement’ high low high low Zone of Ordinary Management: - may be adequate under relatively unambiguous conditions Zone of Extra-Ordinary Management: Under relatively ambiguous conditions - higher levels of awareness and interpersonal skill become critical ‘edge of chaos’
    24 : Cultural web “Culture eats strategy for breakfast” Peter Drucker
    25 : Kubler-Ross model
    26 : 3. Analytical frameworks and tools
    27 : Process guidance Start with the client – deliverables, process, perspective Pull together secondary data asap Primary data follows Facilitate external perspective/bring something new Share understanding during process Keep eyes on ‘triangle’… and keep in touch
    28 : Process guidance (2) Make your client look good Expect to over deliver Invoice promptly Seek formal feedback quickly Note, but take a light touch with, follow-up opportunities
    29 : McKinsey 7S Helpful when looking at organisational alignment
    30 : SWOT analysis Strengths Weaknesses Opportunities Threats Helpful to summarise a situation analysis
    31 : Change models How to Change - Stages Unfreezing Refreezing Changing
    32 : Gerry Egan’s ‘Model B’ How to Change - Stages Actions leading to positive outcomes 1. Present 2. Preferred 3. Getting there ‘Blind Spots’ ‘Story’ ‘Leverage’ Agenda Commitment Possibilities Best fit Plan Strategies
    33 : Stakeholder mapping (Mitchell, Agle and Wood 1994) High interest Helpful when shaping perception research and change
    34 : Helpful when looking at business models and positioning Strategy canvas
    35 : Re-shaping the value curve results from the consideration of four actions ‘Raise’ means increasing the strength of a existing factor ‘Reduce’ means reducing the prominence of an existing factor (cost saving) ‘Create’ means introducing a new factor to your recipe. ‘Eliminate’ means making a factor in your current recipe redundant (cost saving) Four Actions framework
    36 : Nintendo’s ‘blue ocean’ response Strategy canvas
    37 : Gap analysis (using strategy canvas)
    38 : C.K Prahalad and Gary Hamel’s view is that strategy should focus on an organisation recognising ‘what it is fundamentally good at’, and building from this. They provide access to a wide variety of markets, contribute significantly to end product benefits and are difficult for competitors to imitate. Core competence Helpful when looking at internal ability
    39 : Value Chain Helpful when looking at internal capability, development and out-sourcing possibilities
    40 : PESTEL macro environmental forces Helpful as a basis for organisational design (fit for environment), horizon scanning, scenario planning,
    41 : Rivalry amongst those in the industry Bargaining power of suppliers Bargaining power of buyers Threat of new entrants Threat of substitute products or services Bargaining power of buyers Porter’s Five Forces Helpful when looking at competitive positioning, segmentation approaches, customer needs and perception
    42 : Decision making - options Suitability – does it achieve what we want? Feasibility – have we the resources/ capability? Acceptability – can we live with the consequences of this action?
    43 : Creativity approaches 1. Have a process 2. Start with divergent thinking 3. Finish with convergent thinking Helpful for fresh perspectives and buy-in
    44 : Metrics What get measured gets done… …what gets rewarded gets done better. Perverse outcomes… can we live with the consequence of our choice of CSF/KPI/objective
    45 : Balanced Scorecard (MI) Helpful when assessing performance, agreeing targets, MBO
    46 : Risk analysis Helpful when evaluating change options and strategies
    47 : Force field analysis Promoting forces Restricting forces Helpful when planning pragmatic change
    48 : Ansoff matrix Helpful as a basis to discuss strategic options
    49 : Directional Policy Matrix Helpful when analysing portfolios and developing strategy
    50 : 4. Our personal contribution
    51 : TGROW - discussion road map In a meeting/discussion – what phrases might one use around each of these five stages? Topic Goals Reality Opportunities Wrap-up
    52 : Recognition (Expressive) Affiliation (Amiable) Security (Analyser) Achievement (Driver)
    53 : How each style makes decisions PROMOTING Boldly Prefers new alternatives Involves others Quickly FACILITATING Facilitating Reluctantly Idealistically in terms of people Prefers to be part of a group decision Involves others Concerned about decision’s effect on other people CONTROLLING Realistically Willing to take calculated risk Independently Prefers effective alternatives ANALYTICAL Reluctantly Logically Slowly Likes to study alternative possibilities in detail Carefully
    54 : In bid meetings… Do your homework – think of the questions you might be asked Work in your elevator pitch Don’t make statements you can’t back up Ask questions back – seek to clarify Be honest – if you don’t know something, admit it Take responsibility – show how you will add value Agree follow up actions – and do yours
    55 : The ‘elevator pitch’ The ‘elevator pitch’ is a short summary which quickly and simply explains a product/organisation and, importantly, its value proposition.
    56 : Your elevator pitch Addresses a problem Outlines your solution/value proposition (what you do to help others). Brief Easy to understand Emotional hooks Say what you want

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