MBA Introductory Training -- The Art of Consulting (10-24-00)
MBA Introductory Training
The Art of Consulting
October 2000
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
a greater understanding of how the firm will evaluate your performance and the implications for what you need to do and how you need to do it
a greater awareness of what you can expect when you arrive on a project and an understanding of how you can contribute
new (or refreshed) skills for data gathering and interviewing
a preliminary personal development plan for the next 6-12 months
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
Toward this end, the session will help provide:
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Agenda
Welcome and Introduction
Warm-up Activity: “Traits of an effective PwC consultant …”
Roles & Responsibilities of a Consultant
Project Overview
Framework
Table discussions -- “Consultant Critical Success Factors/Behaviors …”
Break
Data Gathering & Interviewing
Break
Personal Development Planning
Framework
Individual planning
Summary and Closing Activity
Table Discussions -- “What recommendations would you have for next year’s MBAs?”
MBA Introductory Training -- The Art of Consulting (10-24-00)
Warm-up
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Warm-up Activity -- Class-wide
What behaviors do you associate with an effective PwC consultant?
MBA Introductory Training -- The Art of Consulting (10-24-00)
Roles & Responsibilities of a Consultant
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities
Thought Leadership
Repurposed Content
Relevant, Leverageable Experience
Enhanced Staff Capabilities
(skills, knowledge, experiences)
Client Shareholder Value
Firm Profits
Engagement
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MBA Introductory Training -- The Art of Consulting (10-24-00)
The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs
Developing a broad skill set by working on a broad range of projects and industries
Leveraging prior relevant knowledge of industries/subject matter to deliver project
Holding staff for the “perfect” job
Investing in thought leadership to expand firm’s product offering
Developing a unique, “blank sheet” of paper approach for a client problem
Continually cycling through different clients to develop a broad experience base
Meeting utilization targets
Selling proven, easily repeatable projects
Leveraging previously developed content
Developing deep client relationships
VS.
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MBA Introductory Training -- The Art of Consulting (10-24-00)
For the firm to be successful, it must be able to do three things well -- develop staff, market and execute projects
Critical Factors for Success
Develop Staff
Develop skillsets via training and on-the-job experiences
Develop and share knowledge
Market the Firm
Maintain an appropriate level of investment and return on investment
Leverage prior experiences
Execute Projects
Achieve an optimal blend of new and repurposed content
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MBA Introductory Training -- The Art of Consulting (10-24-00)
The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one’s career, although the underlying tasks will shift
Develop Thought Leadership
Manage Products
Promote Capabilities
Build Client Relationships
Generate Projects
Develop Team
Manage Resources
Solve Core Problems
Communicate Results
Develop Staff
Do the Work
Market the Firm
Recruit
Develop Skills and Transfer Knowledge
Network
Motivate and Retain
For each these responsibilities, a consultant should know:
What is my role, and what are my responsibilities?
How will these roles and responsibilities evolve as I progress?
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Level 3 Consultants have a range of recruiting, skill development, and knowledge transfer responsibilities
Responsibilities
Examples as to how a Level 3 Consultant can contribute
Energetically participate in recruiting events
Identify high-potential candidates through personal contacts, networking, resumes
Deliver clear, well structured, case-based interviews
Sell PwC to prospective employees
Maintain a “current contact” roster of former classmates
Deliver recruiting presentations
Recruit
Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training
identify project-based development needs with minimal supervision and define plan to address
Clearly educate project team members/clients about new methodologies or analytic techniques
Provide ad hoc guidance to assist junior staff and client personnel complete assigned tasks
Proactively seek consulting best practices, industry and process insights and other skill transfer opportunities
Identify replicable tools or analysis and communicate to relevant practice group members
Take an active role in mentoring junior staff in the practice group
Participate in developing “white papers” and thought leadership pieces
Develop Skills and Transfer Knowledge
Do the
Work
Develop
Staff
Market the Firm
Do the Work
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Level 3s also network with, train, and retain other staff
Responsibilities
Examples as to how a Level 3 Consultant can contribute
Do the
Work
Develop
Staff
Market the Firm
Tackle personal assignments with enthusiasm, pride and commitment
Proactively seek project assignments and tasks which are personally challenging and engaging
With guidance from coach and/or other senior practitioners, proactively create PwC career plan
Identify and position yourself to attract opportunities consistent with career plan and desired personal growth
Organize and lead internal team building events
Assist project managers to develop highly motivated junior staff and client personnel
Serve as a coach for new undergraduate hires
Work with practice leadership to address practice issues
Motivate and Retain
Develop an informal network of fellow practitioners to leverage project insights and experience
Maintain strong awareness of practice groups’ current projects and pending projects
Allocate adequate time in PwC office to develop strong relationships with fellow practitioners
Direct recent hires and others to appropriate people and resources
Network
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Level 3s support and engage in a variety of marketing efforts for PwC
Responsibilities
Examples as to how a Level 3 Consultant can contribute
Draft citations to communicate key project insights throughout practice group
Develop and share innovative analytic techniques
Develop and author the proposal, receiving limited input where necessary
Understand PwC product and service offerings methodologies and key citations
Understand PwC, MCS, and SC strategies/goals
Display strong competency in 1-2 tools, including knowledge of detailed steps, strengths/gaps, and citations
Develop Thought Leadership
Manage PwC Products & Tools
Convincingly describe personal roles and contributions to recent engagements
Credibly discuss recent wins for the Firm and results of high-profile engagements
Demonstrate awareness of the Firm's major practice groups, competencies, and specialty practices
Promote Capabilities
Maintain positive relationships with client staff with key information or resources
Proactively understand and consistently meet or exceed all client expectations
Establish firm’s reputation with client personnel
Develop relationships with client managers that yield competitive insights, market intelligence
Build Client Relationships
Author major portions of successful written proposals (., problem structuring, credentials)
Identify and preliminarily scope promising follow-on project sales opportunities
Develop competitive insights (., with respect to competitors and key buying influences) for potential follow-on work
Assume “front to back” ownership of proposal materials
Generate Projects
Do the
Work
Develop
Staff
Market the Firm
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Level 3s serve critical roles in team development, resource management, problem solving, and results communication
Responsibilities
Develop
Staff
Market the Firm
Do the Work: Level 3 Roles
Do the
Work
Implement team building activities
Seek and respect input from team members
Proactively support teammates
Manage assigned client staff and/or PwC consultants
Identify potential team members with relevant skills & interest
Identify information needed for fact-based analysis, and develop work plans
Ensure each hour of time and out-of-pocket expense charged to a project is an effective, efficient investment
Proactively monitor progress, and provide timely, accurate forecasts of prospective difficulties
Identify team management opportunities
Begin to manage client teams
Manage Resources
Develop Team
Seek out relevant knowledge to apply
Synthesize findings logically, defend a point of view, and define recommendations
Develop interview guides, conduct interviews, lead focus groups, and facilitate working sessions
Demonstrate strong knowledge of analytic techniques, frameworks, and methods
Solve Core Problems
Clearly synthesize results of data collection/analysis
Author sections of written deliverables
Deliver portions of presentations with clarity and confidence to client management
Serve as a key facilitator at client workshops and presentations
Communicate Results
Examples as to how a Level 3 Consultant can contribute
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Beyond problem-solving capabilities, each new consultant is expected to possess certain additional critical skills/traits
Defining Question
Independence
Tolerance for Ambiguity
Sense of Ownership
Creativity
Persistence
Can the consultant operate with minimum direction?
Can the consultant survive, and even thrive, when faced with an ill-defined, unfamiliar situation?
Is the consultant willing to take ownership of a problem or task and be held accountable for its resolution?
Can the consultant develop unique, “out of the box” approaches and solutions that leverage existing content?
Is the consultant unwilling “to take no for an answer” when it comes to data collection and analysis?
Key Skill/Trait
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Critical skills/traits (continued)
Key Skill/Trait
Defining Question
Solution Orientation
End-Product Orientation
Collaboration
Organization
Multi-level Thinking
Is the consultant continually focused on identifying solutions or alternatives rather than emphasizing problems? Is the consultant an “angel’s advocate”?
Is the consultant continually “working backwards” from a hypothesis?
Does the consultant bring out the best in those around her or him?
Is the consultant able to group together a variety of data into coherent categories?
Can the consultant transition easily from looking at the “big picture” to diving into the analysis?
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MBA Introductory Training -- The Art of Consulting (10-24-00)
PwC evaluates all consultants and principal consultants along three dimensions
1. Teamwork & cooperation
2. Living our values
3. Evaluating, developing & coaching
4. People program participation
1. Productivity
2. Financial management
3. Revenue generation
4. Knowledge management
Adding value to
our Clients
Adding value
to our Firm
Adding value to our People
1. Project results
2. Client relationships
3. Innovation
FY2000 version
MBA Introductory Training -- The Art of Consulting (10-24-00)
Project Overview
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Let’s look more closely at the set of roles and responsibilities associated with “Do the Work” ...
Mobilization
Situation Assessment
Solution Development
Implementation Planning
Learning
PHASES OF TYPICAL PROJECT
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Activity -- 10-minute table discussions followed by a class-wide debrief
We will assign one phase of the typical project to each table
In your table groups, review the responsibilities associated with your assigned phase
Discuss the things that you believe will make a consultant effective during this specific phase
Record your ideas as “Effectiveness Tips”
Identify one person from your group to report during the debrief
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MBA Introductory Training -- The Art of Consulting (10-24-00)
In the first phase, the primary responsibility of the
consultant is to assist the team lead in preparing for the project and preparing the workplan
Responsibilities
Effectiveness Tips
Understand study context and scope
Understand client dynamics
Proactively contribute to issue analysis, hypothesis generation, and workplan development
Assume ownership for portions of the workplan
Discuss development needs/study preferences
Ask structured questions after developing position
Build relationships (with PwC and client team members)
Read the proposal!
Understand what constitutes success
Understand what can cause failure
Begin forming hypotheses as quickly as possible
Look for opportunities to assume ownership
Ask questions, with a purpose and a point of view
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MBA Introductory Training -- The Art of Consulting (10-24-00)
In the second phase, the primary responsibility of the consultant is to build the “fact base” that will serve as the basis for conclusions
Responsibilities
Effectiveness Tips
Understand purpose and use of appropriate frameworks, analysis tools, and techniques
Conduct data collection and analysis in assigned area (primary and secondary research)
Assume ownership for a portion of the deliverable
Provide guidance/coordinate staff consultant work
Preview work with clients
Build good working relationships with PwC and client team members
Understand the editing/report production process
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MBA Introductory Training -- The Art of Consulting (10-24-00)
In the third phase, the primary responsibility of the consultant is to develop a strong “pyramid” in support of recommendations
Responsibilities
Effectiveness Tips
Participate in generating and assessing alternatives and recommendations
Assist team lead in developing the story and fleshing out the pyramid
Assume ownership for portions of the work products and deliverables
Test recommendations with clients
Review analyses and deliverables for accuracy and consistency
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MBA Introductory Training -- The Art of Consulting (10-24-00)
In the fourth phase, the primary responsibility of the consultant is to develop the detailed plans that link ideas and actions
Responsibilities
Effectiveness Tips
Assist in preparing an implementation plan
Support selected client managers in translating change
Develop a communications plan
Participate in periodic checkups
Identify emerging roadblocks to implementation of potential solutions
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MBA Introductory Training -- The Art of Consulting (10-24-00)
In the final phase, the primary responsibility of the consultant is to identify opportunities for both learning and knowledge sharing
Responsibilities
Effectiveness Tips
Prepare the analyses and deliverables for client delivery
Identify lessons learned and practice development opportunities
Prepare the workpapers (hard and soft copies)
Develop a citation for this engagement, and incorporate in your resume
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Consultants should know that certain behaviors are key to success, particularly when dealing with clients
Be Honest
When you don’t know, say so. When you’re not sure, admit it and offer to follow up
Be Prepared
Be prepared for the inevitable questions, both straightforward and leading
Be Discreet
Be careful with what you say – assume that the client is listening at all times
Be Sensitive to Client Perceptions
Be aware of client’s perceptions, and avoid behaviors that reinforce these perceptions
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MBA Introductory Training -- The Art of Consulting (10-24-00)
The key to managing client perceptions is to put yourself in the place of the client, and then to act accordingly
Tips to Manage/Rebut Behaviors that Reinforce a Negative Perception
“They’re overcharging us”
Don’t perform non-value-add work during working hours and/or in front of the client
Keep references of “conspicuous consumption” to a minimum
Client Perceptions
“They think they’re better than us”
Adapt to client’s business environment (., working hours, dress codes)
Treat all levels of client personnel well
Be conscious of the client’s time
Don’t overestimate your own importance
“They don’t understand our business”
Do your homework
Take an interest
“They are carpetbaggers”
Form relationships, without jeopardizing your objectivity
MBA Introductory Training -- The Art of Consulting (10-24-00)
Break
MBA Introductory Training -- The Art of Consulting (10-24-00)
Data Gathering & Interviewing
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Objectives for this section
Provide an overall context and guide for gathering data during a project
Understand how data will support analyses and other project objectives
Identify where to obtain data
Learn how to organize activities and tasks
Improve your ability to structure and perform client interviews
When to use an interview
Contents of an interview guide
Structure of an interview
Interview tips
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Section Agenda
Data Gathering Approach
Interview Process
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Define Data
Gathering
Requirements
Develop
Data
Gathering
Plan
Gather
Data
A structured approach to gathering data can support projects throughout multiple phases
Strategic Change Framework
Data Gathering Approach
Mobilization
Situation Assessment
Strategy Development
Implementation Planning
Learning
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Key
Purpose
Determine data requirements
Identify specific data needs tied to proposed analyses
DEFINE DATA REQUIREMENTS
Determine other project related requirements
Provide context for project
Manage stakeholders
Build relationships
Identify and qualify data sources
Establish credibility for the project and project team within the organization
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Define Data
Gathering
Requirements
Develop
Data
Gathering
Plan
Gather
Data
When defining data requirements, consider that data gathering activities can serve a variety of purposes
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Key Activities
DEVELOP DATA GATHERING PLAN
Identify data sources
Primary data sources
Secondary data sources
Determine appropriate data gathering activities
Interviews
Facilitated workshops
Survey
Literature search
On-line research
Archival research
Best practices
Observation
Sequence data gathering activities
Determine dependencies
Consider logistical requirements
Evaluate project deliverable timeline
Determine order between/within activities
Assign data gathering responsibilities
PwC team members
Client personnel
Data service/ contract assistance
Define Data
Gathering
Requirements
Develop
Data
Gathering
Plan
Gather
Data
A comprehensive data gathering plan considers where to obtain the data and how to organize activities and tasks to maximize the efficiency and effectiveness of our efforts
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Pre-survey activities
Identify participants and location
Enlist appropriate sponsorship
Line up survey processing support
Determine survey time table
Select survey vehicle (., electronic, paper based, telephone)
Design and pilot the survey
Key Activities
(Survey Example)
GATHER DATA
Execute survey
Distribute survey
Query participants to ensure proper tool use
Follow up prior to survey due date
Post-survey activities
Compile data
Review data for consistency and completeness
Clarify data anomalies with participants
Prepare database for analysis
Define Data
Gathering
Requirements
Develop
Data
Gathering
Plan
Gather
Data
Successful data gathering requires significant pre- and post-work
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Section Agenda
Data Gathering Approach
Interview Process
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Define nature and scope of interviews
Develop interview guide
Make arrangements
Conduct interviews
Analyze and summarize
INTERVIEW PROCESS
Follow a structured process from definition of the interview program to the analysis and summary of the findings
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Hypothesis Generating Interviews
Client objectives
“Real” issues
How things work
Underlying problems
Where “bodies are buried”
Client culture
Data Gathering Interviews
Market trends
Competitive situation
Organizational issues
Industry economics
Technology
Hard data
Sales force
Net price
Market share
Validating
Interviews
“Blind spots”
Feasibility of recommendations
Validity of analysis/
estimates
Outside perspective (customers/suppliers)
Politics
Credibility
1. DEFINE NATURE AND SCOPE OF INTERVIEWS
Generally the team uses interviews to gain a perspective or gather data that isn’t available from written materials
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Category
Client
PwC SMEs,
Gov’t Agencies, Universities
Customers
Distributors
Substitutes
Competitors
Suppliers
Typical Interviewee
a) Senior management
b) Technical staff
c) Sales managers and sales staff
Industry “expert”
Buyer, specifier
Dealer, sales manager
Senior management
Senior management
Supplier sales individual
Purpose
Understand how client sees the problem
Understand products, applications, technology
Understand market data, buying process/factors
Understand general dynamics of industry, political considerations, regulatory trends
Understand customer needs, purchasing criteria, competition, market data
Understand market data, view of client and customers
Understand economics of substitution, reaction of market
Check our view, understand position, response
Integrate with client, importance to driving client’s business
When
First
Second
Third
Last
During a typical engagement, talk to a range of people in a sequence that allows the team to build on its knowledge
Illustrative
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MBA Introductory Training -- The Art of Consulting (10-24-00)
ü
Recommended use
Nature of Interview
In-depth Interview
Complex Issues
Sensitive Topics
Data-intensive
Qualitative Issues
Short Interviews
(Targeted Information)
Large Number of Interviews
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
In-person
Phone
Focus Group
Two Interviewers
Type of Interview
The decision as to how and where to conduct interviews depends on the nature of the interview ...
ü
ü
ü
Illustrative
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Interviewee
Client Interviews
Customer/Supplier Interviews
Competitor Interviews
Third-party Interviews
ü
ü
ü
ü
ü
ü
In-person
Phone
Focus Group
Two Interviewers
ü
ü
ü
ü
Type of Interview
ü
Recommended use
… and on the type of interviewees
Illustrative
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Use issue analysis as a starting point:
Topics
Data needs
Sequence topics:
To build context
To build understanding
To build relationship
Use visual aids:
Tables/graphs
Other graphics
(business system)
Separate topics/questions into: (a)absolutely must find out
(b)would like to know
2. DEVELOP INTERVIEW GUIDES
An Interview Guide flows from the issue analysis and serves as a tool for organizing the interview
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Introduction
General
Specific
Data Forms
Closing
This study/project
Today’s discussion
What responsibilities do you have relative to … ?
What fraction of equipment is sold to ...?
What are CSFs in these markets?
How would you describe your relationship with your distributors?
Anything else?
Can I have a copy of … ?
Thanks!
The interview guide should include an introduction, the questions, and templates for recording comments/answers
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MBA Introductory Training -- The Art of Consulting (10-24-00)
One topic at a time keep the interviewee focused
Watch phrasing/meaning be clear and direct (minimize jargon and consultant speak)
Give background to but don’t bias answers
help interviewee
Ask about specifics use follow-up questions as appropriate
Know and cover your let less important points slip if priorities necessary
Structure the questions carefully -- pay close attention to the specific wording and sequence
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Issue
Possible Resolutions
Can we reveal client identity?
Before interview
After interview
Generic only
Not at all
Are there sensitive issues, or is this a touchy situation?
What is the Quid pro Quo, if any?
Who will generate names?
Are any interviewees PwC clients?
Skip it
Client will handle it
Just be careful
Your interest and presence
Our estimates or data
A written summary
Project team
PwC
Client
Contact client partner first
3. MAKE ARRANGEMENTS
BEFORE making any arrangements, confirm with the project manager (or partner) to understand how to handle potential issues
First, before making any arrangements, understand how to handle the following issues:
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Call
Make arrangements in person
Call early
Get a name
Call back
Use a variety of basic approaches to gain time
They are key
It’s in their interest
It may be interesting
Anticipate resistance to participation
Time
Confidentiality
“I don’t know anything”
Confirm
Confirm arrangements
Purpose and duration
Date, time, location
Attendees
Plan Ahead
Give yourself time
Usually one week
Sometimes two days
On-the-spot call may help
Arrange for assistance from the client
Project assistant
Client Team Lead
Client Project Manager
Know where you’re going
Get a map
Get detailed directions
Arranging interviews takes time
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Scale Economies Are Possible
A Learning Curve Does Exist
Schedule several interviews per day, though not too many
Schedule adequate time to complete your notes immediately after each interview
Schedule less important interviews to occur earlier in the sequence
Refine questions in the interview guide based on “how the initial interviews went”
Schedule several interviews to occur per day, and sequence these interviews to take advantage of the learning curve
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MBA Introductory Training -- The Art of Consulting (10-24-00)
INTRODUCTION
CLOSING
GUIDED
DIALOGUE
4. CONDUCT INTERVIEWS
An interview is a guided dialogue that you introduce, conduct, and close
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Use the introduction to establish rapport, create a context, and focus attention on the relevant subject matter
Introduce yourself, PwC, the project team, and the study/project
Build credibility; only the truth
Don’t be pompous
Describe any factors associated with confidentiality
Confirm/state the nature of the confidentiality the interviewee can expect
Establish if a competitive situation exists
Confirm the length of the interview
Respond to questions or concerns
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Monitor the progress of the interview against your schedule -- always leave enough time to properly close the interview
Plan in advance how to close each interview:
Summarize any agreed upon actions or next steps
Obtain names of other key individuals to contact
Arrange to obtain any unfamiliar documents referenced
Express gratitude
Schedule follow-up interview if required; otherwise, leave the door open for a return call
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Before beginning the next interview, complete your notes and reflect on the implications of what you heard
Complete the notes immediately
Write down everything you can remember
Highlight incomplete areas
Provide background to put the interview in perspective
Create a header with the date/time and participants
Describe the participants’ titles, responsibilities, histories with the company, attitude during interview
Reflect on the relevance of what was said
Edit the notes, highlighting critical responses and information
Think about what else you need to know
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Guide
Notes
Data
Analysis
Summary
5. ANALYZE and SUMMARIZE
Create an initial analysis and summary of the interviews and accompanying data
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Develop preliminary conclusions -- ask “so what” as you write each conclusion
Tie conclusions to initial hypotheses
Use the issue analysis plan and interview guide as starting points
Look beyond the facts
Ask “Why?” and “So what?”
Link supporting data to the conclusions
Identify potential problems with regard to
Feasibility of recommendations
Confidentiality
Implementation concerns
Qualify opinions as appropriate, ., due to insufficient or uncertain data
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Provide a list of next steps as part of the summary
Other interviews to be scheduled
Other analyses to be performed
Other data sources to be reviewed
Other issues to be explored
Possible Next Steps:
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MBA Introductory Training -- The Art of Consulting (10-24-00)
POTENTIAL PIT-FALLS
Planning and executing a solid interviewing program can be difficult
Talking to the wrong people
Missing key issues
Breaching confidentiality
Never getting to specifics
Mishandling sensitive client topics
Asking questions that have already been answered
Setting false expectations
Failing to bring insights back to the team
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MBA Introductory Training -- The Art of Consulting (10-24-00)
INTERVIEW TIPS
Practice makes perfect
Preparation and practice are key
Listen carefully
Probe for details
Use the interview guide as a tool -- be flexible
Balance “covering your priorities so you get what you came for” with “remaining flexible so you can pick up unplanned gems”
Get quotes and anecdotes to document qualitative issues
Take accurate, complete notes -- templates help; having a second person take notes also helps
Return to earlier questions at the end of the interview to clarify, fill in gaps, and/or verify responses
Respect your time commitments (., arrive on time, leave on time)
Learn how to recognize and respond to interviewee’s disposition
MBA Introductory Training -- The Art of Consulting (10-24-00)
Break
MBA Introductory Training -- The Art of Consulting (10-24-00)
Personal Development Planning
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Personal Development Planning Pyramid
Add your 2-year personal goals
Add your 1-year personal goals
Add your sub-goals for this year that will support your long-term goals
2-Year Goals
1-Year Goals
People Sub-Goals
Firm Sub-Goals
Client Sub-Goals
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Personal Development Planning Pyramid -- Sample
2-year goals
1-year goals
Sub-goals
Be sought out as
a Strategy SME
an Industry SME
Contribute to a thought leadership white paper
Obtain a “1” performance rating for Client Results
Orient and assimilate new project team members
Participate in thought leadership activities
Participate in 5 - 7 recruiting events
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Personal Development Planning Pyramid -- Template
Add your 2-year personal goals
Add your 1-year personal goals
Add your sub-goals for this year that will support your long-term goals
MBA Introductory Training -- The Art of Consulting (10-24-00)
Summary and Closing Activity
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MBA Introductory Training -- The Art of Consulting (10-24-00)
Closing Activity -- 10 minute table discussions followed by a class-wide debrief
Look ahead to one year from now -- what advice will you give the new MBAs?
13
13
13
3
3
3
3
5
5
5
5
7
7
7
7
2
2
2
2
