MBA Introductory Training -- The Art of Consulting (10-24-00)
MBA Introductory Training
The Art of Consulting
October 2000
1MBA 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:
2MBA 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
4MBA 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
6MBA 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
7MBA 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
.
8MBA 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
9MBA 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 WorkMarket 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?
10MBA 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
11MBA 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
12MBA 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
13MBA 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
14MBA 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
15MBA 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?
16MBA 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
18MBA 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
19MBA 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
20MBA 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
21MBA 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
22MBA 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
23MBA 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
24MBA 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
25MBA 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
26MBA 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
29MBA 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
30MBA Introductory Training -- The Art of Consulting (10-24-00)
Section Agenda
Data Gathering Approach
Interview Process
31MBA 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
32MBA 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
+
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
33MBA 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
34MBA 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
35MBA Introductory Training -- The Art of Consulting (10-24-00)
Section Agenda
Data Gathering Approach
Interview Process
36MBA 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
GUIDED
DIALOGUE
Follow a structured process from definition of the interview
program to the analysis and summary of the findings
37MBA 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
38MBA 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
39MBA Introductory Training -- The Art of Consulting (10-24-00)
Recommended use
Nature of Interview
In-depth Interview
Complex Issues
Sensitive Topics
Data-intensive
Qualitative Issues
Short Interviews
(Targeted Information)
Large Number of
Interviews
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 ...
Illustrative
40MBA Introductory Training -- The Art of Consulting (10-24-00)
Interviewee
Client Interviews
Customer/Supplier
Interviews
Competitor Interviews
Third-party Interviews
In-person Phone
Focus
Group
Two
Interviewers
Type of Interview
Recommended use
… and on the type of interviewees
Illustrative
41MBA 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
42MBA 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
43MBA 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
44MBA 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:
45MBA 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
46MBA 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
47MBA 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
48MBA 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
49MBA 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
50MBA 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
51MBA 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
52MBA 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
53MBA 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:
54MBA 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
55MBA 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
58MBA 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
59MBA 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
60MBA 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
62MBA 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?
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