普華永道_咨詢的藝術(shù)

1、MBA Introductory TrainingThe Art of Consulting,October 2000,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

2、it a greater awareness of what you can expect when you arrive on a project and an understanding of how you can contributenew (or refreshed) skills for data gathering and interviewinga preliminary personal development

3、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:,Agenda,Welcome and I

4、ntroductionWarm-up Activity: “Traits of an effective PwC consultant …”Roles & Responsibilities of a ConsultantProject OverviewFrameworkTable discussions -- “Consultant Critical Success Factors/Behaviors …”Brea

5、kData Gathering & InterviewingBreakPersonal Development PlanningFrameworkIndividual planningSummary and Closing ActivityTable Discussions -- “What recommendations would you have for next year’s MBAs?”,Warm-up,

6、Warm-up Activity -- Class-wide,What behaviors do you associate with an effective PwC consultant?,Roles & Responsibilities of a Consultant,Simply stated, the objective of our consulting practice is to improve the perf

7、ormance our clients, while generating profits and enhancing staff capabilities,Thought Leadership,,,Repurposed Content,,,Relevant, Leverageable Experience,,,,,Enhanced Staff Capabilities(skills, knowledge, experiences),

8、Client Shareholder Value,Firm Profits,Engagement,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

9、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,Develop

10、ing 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,L

11、everaging previously developed content,Developing deep client relationships,VS.,For the firm to be successful, it must be able to do three things well -- develop staff, market and execute projects,Critical Factors for Su

12、ccess,Develop Staff,Develop skillsets via training and on-the-job experiencesDevelop and share knowledge,Market the Firm,Maintain an appropriate level of investment and return on investmentLeverage prior experiences,Ex

13、ecute Projects,Achieve an optimal blend of new and repurposed content,,The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one

14、’s career, although the underlying tasks will shift,Develop Thought LeadershipManage ProductsPromote CapabilitiesBuild Client RelationshipsGenerate Projects,Develop TeamManage ResourcesSolve Core ProblemsCommunica

15、te Results,,,Develop Staff,Do the Work,Market the Firm,RecruitDevelop Skills and Transfer KnowledgeNetworkMotivate and Retain,For each these responsibilities, a consultant should know:,What is my role, and what are my

16、 responsibilities?How will these roles and responsibilities evolve as I progress?,Level 3 Consultants have a range of recruiting, skill development, and knowledge transfer responsibilities,Responsibilities,,,Examples as

17、 to how a Level 3 Consultant can contribute,Energetically participate in recruiting eventsIdentify high-potential candidates through personal contacts, networking, resumesDeliver clear, well structured, case-based inte

18、rviewsSell PwC to prospective employeesMaintain a “current contact” roster of former classmates Deliver recruiting presentations,Recruit,Proactively understand performance expectations, requisite industry/process know

19、ledge and needed consulting skills and proactively seek training identify project-based development needs with minimal supervision and define plan to addressClearly educate project team members/clients about new method

20、ologies or analytic techniquesProvide ad hoc guidance to assist junior staff and client personnel complete assigned tasksProactively seek consulting best practices, industry and process insights and other skill transfe

21、r opportunities Identify replicable tools or analysis and communicate to relevant practice group membersTake an active role in mentoring junior staff in the practice groupParticipate in developing “white papers” and t

22、hought leadership pieces,Develop Skills and Transfer Knowledge,Do theWork,,,DevelopStaff,Market the Firm,,Do the Work,Level 3s also network with, train, and retain other staff,Responsibilities,,,Examples as to how a Le

23、vel 3 Consultant can contribute,,Do theWork,,DevelopStaff,Market the Firm,Tackle personal assignments with enthusiasm, pride and commitmentProactively seek project assignments and tasks which are personally challengi

24、ng and engagingWith guidance from coach and/or other senior practitioners, proactively create PwC career planIdentify and position yourself to attract opportunities consistent with career plan and desired personal grow

25、thOrganize and lead internal team building eventsAssist project managers to develop highly motivated junior staff and client personnelServe as a coach for new undergraduate hiresWork with practice leadership to addre

26、ss practice issues,Motivate and Retain,Develop an informal network of fellow practitioners to leverage project insights and experienceMaintain strong awareness of practice groups’ current projects and pending projects

27、Allocate adequate time in PwC office to develop strong relationships with fellow practitionersDirect recent hires and others to appropriate people and resources,Network,,,Level 3s support and engage in a variety of mark

28、eting efforts for PwC,Responsibilities,,,Examples as to how a Level 3 Consultant can contribute,Draft citations to communicate key project insights throughout practice groupDevelop and share innovative analytic techniqu

29、esDevelop and author the proposal, receiving limited input where necessary,Understand PwC product and service offerings methodologies and key citationsUnderstand PwC, MCS, and SC strategies/goalsDisplay strong compete

30、ncy 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 engagemen

31、tsCredibly discuss recent wins for the Firm and results of high-profile engagementsDemonstrate awareness of the Firm's major practice groups, competencies, and specialty practices,Promote Capabilities,Maintain posi

32、tive relationships with client staff with key information or resourcesProactively understand and consistently meet or exceed all client expectations Establish firm’s reputation with client personnelDevelop relationshi

33、ps with client managers that yield competitive insights, market intelligence,Build Client Relationships,,,,,,,Author major portions of successful written proposals (e.g., problem structuring, credentials)Identify and pr

34、eliminarily scope promising follow-on project sales opportunities Develop competitive insights (e.g., with respect to competitors and key buying influences) for potential follow-on workAssume “front to back” ownership

35、of proposal materials,Generate Projects,,,,Do theWork,,DevelopStaff,Market the Firm,,Level 3s serve critical roles in team development, resource management, problem solving, and results communication,Responsibilities,,

36、,,,DevelopStaff,Market the Firm,Do the Work: Level 3 Roles,Do theWork,Implement team building activities Seek and respect input from team membersProactively support teammates Manage assigned client staff and/or PwC

37、consultantsIdentify potential team members with relevant skills & interest,Identify information needed for fact-based analysis, and develop work plansEnsure each hour of time and out-of-pocket expense charged to a

38、project is an effective, efficient investmentProactively monitor progress, and provide timely, accurate forecasts of prospective difficultiesIdentify team management opportunitiesBegin to manage client teams,Manage Re

39、sources,Develop Team,,,,Seek out relevant knowledge to apply Synthesize findings logically, defend a point of view, and define recommendationsDevelop interview guides, conduct interviews, lead focus groups, and facilit

40、ate working sessionsDemonstrate strong knowledge of analytic techniques, frameworks, and methods,Solve Core Problems,Clearly synthesize results of data collection/analysis Author sections of written deliverablesDelive

41、r portions of presentations with clarity and confidence to client managementServe as a key facilitator at client workshops and presentations,Communicate Results,,,,,,Examples as to how a Level 3 Consultant can contribut

42、e,Beyond problem-solving capabilities, each new consultant is expected to possess certain additional critical skills/traits,,Defining Question,IndependenceTolerance for AmbiguitySense of OwnershipCreativityPe

43、rsistence,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 o

44、r 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” whe

45、n it comes to data collection and analysis?,,Key Skill/Trait,Critical skills/traits (continued),,Key Skill/Trait,,Defining Question,Solution OrientationEnd-Product OrientationCollaborationOrganizationMulti-l

46、evel 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”

47、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 look

48、ing at the “big picture” to diving into the analysis?,PwC evaluates all consultants and principal consultants along three dimensions,1. Teamwork & cooperation2. Living our values3. Evaluating, developing & coac

49、hing4. People program participation,1. Productivity2. Financial management3. Revenue generation4. Knowledge management,,,Adding value to our Clients,Adding value to our Firm,Adding value to our People,1. Project re

50、sults2. Client relationships3. Innovation,FY2000 version,Project Overview,Let’s look more closely at the set of roles and responsibilities associated with “Do the Work” ...,,,,,,Mobilization,Situation Assessment,Soluti

51、on Development,Implementation Planning,Learning,PHASES OF TYPICAL PROJECT,Activity -- 10-minute table discussions followed by a class-wide debrief,We will assign one phase of the typical project to each tableIn your tab

52、le groups, review the responsibilities associated with your assigned phaseDiscuss the things that you believe will make a consultant effective during this specific phaseRecord your ideas as “Effectiveness Tips”Identif

53、y one person from your group to report during the debrief,In the first phase, the primary responsibility of theconsultant is to assist the team lead in preparing for the project and preparing the workplan,,,,,,,Responsi

54、bilities,,Effectiveness Tips,Understand study context and scopeUnderstand client dynamicsProactively contribute to issue analysis, hypothesis generation, and workplan developmentAssume ownership for portions of the wo

55、rkplanDiscuss development needs/study preferencesAsk structured questions after developing positionBuild relationships (with PwC and client team members),Read the proposal!Understand what constitutes successUndersta

56、nd what can cause failureBegin forming hypotheses as quickly as possibleLook for opportunities to assume ownershipAsk questions, with a purpose and a point of view,In the second phase, the primary responsibility of th

57、e 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 Condu

58、ct data collection and analysis in assigned area (primary and secondary research)Assume ownership for a portion of the deliverableProvide guidance/coordinate staff consultant workPreview work with clientsBuild good w

59、orking relationships with PwC and client team membersUnderstand the editing/report production process,In the third phase, the primary responsibility of the consultant is to develop a strong “pyramid” in support of recom

60、mendations,,,,,,,Responsibilities,,Effectiveness Tips,Participate in generating and assessing alternatives and recommendationsAssist team lead in developing the story and fleshing out the pyramidAssume ownership for po

61、rtions of the work products and deliverablesTest recommendations with clientsReview analyses and deliverables for accuracy and consistency,In the fourth phase, the primary responsibility of the consultant is to develop

62、 the detailed plans that link ideas and actions,,,,,,,Responsibilities,,Effectiveness Tips,Assist in preparing an implementation planSupport selected client managers in translating changeDevelop a communications planP

63、articipate in periodic checkupsIdentify emerging roadblocks to implementation of potential solutions,In the final phase, the primary responsibility of the consultant is to identify opportunities for both learning and kn

64、owledge sharing,,,,,,,Responsibilities,,Effectiveness Tips,Prepare the analyses and deliverables for client deliveryIdentify lessons learned and practice development opportunitiesPrepare the workpapers (hard and soft c

65、opies)Develop a citation for this engagement, and incorporate in your resume,Consultants should know that certain behaviors are key to success, particularly when dealing with clients,Be Honest,When you don’t know, say s

66、o. 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 listen

67、ing at all times,Be Sensitive to Client Perceptions,Be aware of client’s perceptions, and avoid behaviors that reinforce these perceptions,,,The key to managing client perceptions is to put yourself in the place of the c

68、lient, 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 clientKeep re