Management Consulting
Skills Training
High end management trainings
for present and future leaders
2009-2010 Program
© ICS 2009

High end management training for present and future leaders
> Based on years of experience with leading consultancies (accenture, Arthur D. Little), the founders
of ICS have developed a training program covering all key management consulting
competencies.
> While this type of training is commonly taught at leading consultancies universities, and does
correspond to a need within many corporations, it is quite hard to find. All our trainings can be
considered as “niche” products, either because addressing a very specific topic, or because
delivered in a particularly compact format.
> These trainings are designed not only for Internal Consultants, but in a more general sense for
present and future leaders i.e., General Managers, Business Units Managers, Program Managers,
Internal Auditors, Strategy Managers.
> All our trainings are combined with individual coaching to help participants directly apply concepts
and tools on a real life case of their choice, and to maximize the return on time & money
investment. The format by default is intra-company, but can upon request of clients, be inter-
company.
> Feel free to contact us for more information.
© ICS 2009 2

Overview of ICS trainings
Strategy Definition Strategy Execution
Strategic analysis tools & Essential project management
Business models: Porter Value Chain, Project concepts and tools: GANTT
Strategy BCG matrix, SWOT analysis, Management chart, project management
P.4 scenario planning,… P.10 roadmap, …
Techniques to diagnose and
Fundamental Structured Effective business issues Change overcome resistance to
consulting resolution technique, based on
Problem Solving structured approach.
Management change: Gleicher’s change
competencies formula, Kotter’s 8 phases, …
P.5 P.11
Effective presentation and
Techniques to effectively
communication techniques,
Pyramid Thinking Facilitation manage meetings and
based on Barbara Minto’s
facilitate project teams.
P.6 “Pyramid Principle”. P.12
Managerial best practices
Management based on best sellers: “Good
Best Sellers to Great” by Jim Collins,
P.7 “Winning” by Jack Welsh, …
Approach to strategically plan
Advanced
technological innovation, and
consulting Innovation
develop innovative
competencies capabilities.
P.8
Best practices in focusing on
customers’ needs, based on
Customer Focus
case studies: IBM, Singapore
P.9 Airlines, Cirque du Soleil, …
© ICS 2009 3

Strategy Definition – Fundamental competencies:
Business Strategy
Objectives Porter’s Value chain
The Strategy training will take participants through a unique
overview of the most important Strategy concepts & tools.
This 4 days class is based on a mix of theoretic
presentations, group discussions and activities during class.
Participants directly apply the concepts on an actual case,
supported by an individual coaching session.
As a result, participants can expect, not only to become
familiar with key strategic concepts, but also to know how
to apply strategic tools and frameworks in reality.
A ‘must have’ for Strategy departments, Internal
Consultants, and Business Unit Managers. Client customized
Key concepts, tools and techniques
• Historical perspective: • Processes, methods and tools: • Advanced tools (Cont’d):
- From industrial analysis to strategy - Porter’s models - MABA analysis
consciousness - Diamond model - Value Tree
- SWOT model - Balanced scorecard - Kay’s distinctive capabilities
- BCG matrix - Technology strategy - Competing values of organizational
- Porter’s value chain and five forces effectiveness
• Scenario planning & Systems
- Technological bonsai - Economic Value Added
Thinking:
- Intent strategy paradigm - Balanced Scorecard
- Scenario planning
- Resources management strategy
- The Fifth Discipline • Conclusions - future view for
• Business strategy fundamentals: - Systems Thinking strategy
- Corporate goals - Difficulty to figure out the future
• Advanced tools:
- Strategy context, content & process - PESTEL model
(thinking, formulating, changing). - Blue Ocean strategy
- Paradoxes & perspectives - Ansoff’s product/market grid
© ICS 2009 4

Strategy Definition – Fundamental competencies:
Structured Problem Solving
Objectives Problem Solving Methodology
Structured Problem Solving is certainly the most essential
1 2 3
consulting competency. Through this training, participants
can expect to become more efficient in their problem
Problem Problem Hypotheses
solving activities, to increase the impact of their written Definition Diagnosis Development
and oral presentations.
This 2,5 days class is based on a mix of theoretic
presentations, group discussions and activities during class. 4 5 6
Participants directly apply the concepts on an actual case,
supported by an individual coaching session. Data Results Results
Gathering Interpretation Presentation
A ‘must have’ for Internal Consultants, Program Managers,
and Business Unit Managers.
Key concepts, tools and techniques
• 6 steps methodology. • Interpret gathered data using the recommendation-
findings-facts structure framework, and checking the
• Define any problem using the situation /
feasibility of recommendations.
complication, and “gap between current & desired
state” frameworks. • Effectively present results using a “structured logic
diagram”, clear key messages, a solid storyline,
• Diagnose a problem using an “issue tree”, and an
effective visuals. Adapt to the audience and “pre-
analysis frameworks, e.g. “5 Ws”, P&L, Porter’s 5
wire” sensitive messages.
Forces, Value Chain, Process-People-Technology-
Strategy, “7 S”. • Advanced tools: Fishbone diagrams (Ishikawa),
Mindmaps, Systems Thinking, Ladder of Inference,
• Solve the problem in the first meeting using
Bono hats, Goldratt's theory of constraints, Gestalt
brainstorming techniques and “quick & dirty tests”.
theory, scenario planning, structureless problems.
• Organize data gathering using a data matrix, a data
gathering workplan, and the 80/20 rule.
© ICS 2009 5

Strategy Definition – Fundamental competencies:
Pyramid Thinking
Objectives The Pyramid Principle
Albert Einstein used to say “You do not really understand
something unless you can explain it to your grandmother.”
This training has for objective to develop participants
structured writing skills, and to boost their impact in
written and oral communication. It is based on
“Pyramid Thinking” by Barbara Minto, which has become a
standard text used by all major consulting firms.
This 1,5 day class is usually combined with “Structured
Problem Solving”, and also uses a mix of theoretic
presentations, group activities, case work and individual
coaching.
Key concepts, tools and techniques MECE Structure
• The Pyramid principle and its advantages.
• Building a “Mutually Exclusive Collectively
Exhaustive” structure of communication (“MECE”).
• Top-down vs bottom-up communication.
• Inductive vs deductive communication.
© ICS 2009 6

Strategy Definition – Advanced competencies:
Management Best Sellers
Objectives Example – Good to Great by J. Collins
Management best sellers often serve as an eye opener and The Hedgehog concept
as a source of great ideas for managers. Our leadership
A single, simple concept Based on a deep understanding
discussions precisely serve that purpose. In a session of 2 of three circles
to 6 hours, we summarize the key concepts of management
best sellers and facilitate a discussion.
Not only will participants learn about some of the latest and What you are deeply
passionate about
most important management ideas, but they will also reflect
on their applicability to their own company. Leadership
discussions are the ideal platform for brainstormings and
exchanges among colleagues. What you can What drives
be the best in your economic
Leadership discussions are typically conducted with the world at engine
Executive teams, and groups of High Potentials.
Selected titles Online survey
Confront brutal facts & Hegdehog concept
Results from the online survey
St. Dev.
0.70
0.84
0.84
0.70
0.90
© ICS 2009 7

Strategy Definition – Advanced competencies:
Strategic Innovation & Technology Management
Objectives Innovation Funnel
This training offers a unique combination of Business
Strategy and Innovation disciplines. Starting from
fundamental concepts, the course takes participants
through practical implementation aspects, in search of
higher returns on innovation & technology.
Participants get the opportunity to apply concepts on a
practical case, with the support of individual coaching
sessions.
This 4 days class will benefit to senior employees in
technology, operational and marketing functions.
Key concepts, tools and techniques Corporate entrepreneurship implementation
• Business strategy fundamentals:
- Corporate goals
- Strategy context, content & process
• Innovation & technology fundamentals:
- Research vs. innovation vs. technology.
- Radical vs. incremental innovation.
- Lifecycles & S-curves.
• How to integrate technology into strategy definition:
- Technology into strategy frameworks: Porter’s value
chain, BCG matrix, product/market matrix.
• How to design and implement a technology strategy.
• How to develop innovative capabilities.
© ICS 2009 8

Strategy Definition – Advanced competencies:
Customer Focus
Objectives Customer focus cases
Customer focus stands on the first page of all marketing
text books, but is often lost of sight and extremely complex
to put in practice. This training aims at raising awareness
about the importance of customer focus, and at defining
concrete actions to improve customer loyalty.
The one day training session, is largely based on cases
illustrating the best practices in the area of customer focus.
Participants will reflect on the application of best practices
within the context of their own company. The training is
followed by individual coaching sessions.
Content Customer Loyalty model
• Four practical cases illustrating best practices and pitfalls: Objectives: Return On Customer
- IBM: service orientation, vigilance in times of success.
- De Post / La Poste: challenge of liberalization. Explaining Customer Loyalty
factors:
- Singapore Airlines: fanatical customer focus, total
customer experience.
- Cirque du Soleil: creativity in customer focus, defining Customer Satisfaction Substitutes Inertia
to switch
a « Blue Ocean » strategy. Company Competitors
Very high inertia - + - + High inertia
• Benchmark of 20 best practices in Customer Loyalty Leverages:
management, self-evaluation & concrete actions, e.g.: Customer Experience Customer Perceptions
- + - + +
- 1. Statistical reliability, 2. Benchmarking, …, - +
Press WOM External Communication
8. Experience & perception management, …, Employees' MarCom, Press, PR
Satisfaction
13. Marathon vs. sprint, …, 20. Breach in battle front. - + - +
© ICS 2009 9

Strategy Execution – Fundamental competencies:
Project Management
Objectives Project Management framework
In some cases, people with limited project management Sponsorship
experience need to take important responsibilities within a
short time frame. What they need is a project manager
toolbox with the essential project management concepts Scope &
and tools. This course aims at equipping them with a Objectives
concrete set of project guidelines, do’s & don'ts, and ready- Activities Risk Management &
Monitoring issues resolution
to-use templates.
HR
Time
The intensive class reveals the various tools based on a & Budget
concrete case. It is followed by an individual on-the-field
coaching session.
Integration &
Communication
Project Manager “survival kit” Templates (GANTT chart)
• Project Charter: objectives, scope, business case.
• Budget & resources plan. March
Number Task Resource Start End Duration
• Roadmap: 5 PMBOK phases (Initiate Plan Control Execute
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Close), GANTT chart, critical path.
• Risks map: assessment, mitigation, contingency.
• Monitoring tools (MS Project), processes (PMO).
• Communication & stakeholders management.
• Procurement tools: make or buy decisions, RFPs.
• Checklists: top 10 reasons why project fail & how to avoid
them; your first 10 days / 100 days as a PM.
• One step further: PMBOK, Prince 2.
© ICS 2009 10

Strategy Execution – Fundamental competencies:
Change Management
Objectives Kotter’s 8 phases of change
Change is a fundamental dimension of every project, be it
the implementation of a new strategy, organization, process
1 2 3 4
or IT system. This course will help participants to identify
and formalize sources of resistance to change. it will Establish a sense
Create a coalition
Develop a clear
Share the vision
provide them with a practical approach and set of tools to of urgency vision
overcome resistances to change, and thereby become
more successful managers.
5 6 7 8
This training is a short and to-the-point one or two days
Empower people Secure short term Consolidate &
session, with a mix of theory, group discussions and case to clear obstacles wins keep moving
Anchor
work. Participants directly apply the concepts on an actual
case, supported by an individual coaching session.
Key concepts, tools and techniques Change Iceberg
• Top 10 reasons why projects fail.
• Diagnosing change readiness: Seven Forces model, the
Change Iceberg, Gleicher’s change formula.
• Overcoming resistances to change: Kotter’s 8 phases of
change & 6 approaches, Unfreeze-Change-Refreeze,
Change Quadrants, Systems Thinking, Ladder of
Inference.
• Applying Change Management in specific contexts:
Porter’s five forces & value chain, Hammer & Champy
Business Process Reengineering, Turnarounds.
© ICS 2009 11

Strategy Execution – Fundamental competencies:
Facilitation
Objectives Facilitation Spectrum
Just like conducting an orchestra, facilitation requires an
extreme amount of empathy and leadership skills. Still,
there are many ways to facilitate a group, depending on the
objective, the audience and the context.
After this 1,5 day training participants will become more
efficient facilitators, i.e. know the different facilitation
techniques and when to apply them. Beyond the theory,
the class includes discussions about participants’ own
experiences as facilitators, and practical exercises.
This training is targeted towards Project Managers and
General Managers who need to facilitate meetings on a
regular basis.
Source: ADL
Key concepts, tools and techniques Four phases of team building
• Groups dynamics
- Form / Storm / Norm / Perform model Performance
- Mental models Performing
• Meeting key success factors
- Purpose / Limits / Agenda / Next / Critic Forming
• Facilitation opening:
- Participants introduction / Agenda / Norming
- Roles / Ground rules
• Facilitator’s role spectrum: Storming
- Tell / Propose / Moderate / Stimule / Empower
• Facilitation closing:
Time
- Next steps / Positive note / Meeting evaluation
© ICS 2009 12

Testimonials
> [This strategy course] should be followed by all senior management and developers.
(Participant energy company)
> Many thanks for this “high fly” intellectual overview combined with application into practice.
A real BOOSTER to help us elaborate our future vision.
(Participant pharma company)
> The training gave me many ideas to approach the strategic problems differently.
(Participant bank insurance company)
> Congratulations and thank you for this enriching training.
(Participant railway company).
> Very nice training with open trainer.
(Participant energy company)
> Thank you very much for this, and for the excellent moderation of the event itself.
You made it become a very interesting moment.
(Manager, telco company)
> Excellent feedback from the team on the content and the setting of the seminar.
Good structure, good analysis and good management of the output. Thank you again.
(Managing Director, pharma company)
> Fascinating – fascinating – fascinating.
(Participant pharma company)
© ICS 2009 13

About Internal Consulting Services
Mission
“We help managerial teams to successfully achieve strategic projects, by providing
tools & methods used by external consultants, through coaching & training”
Clients Services
> Learning & Training
> Internal Consultants
> Project Coaching & Assistance
> Confirmed Managers
> Consulting
> High Potentials
> Best Practices Communities
References Core Team
Axa ING
BNP Paribas Fortis Innovex Marie Dubois, Consultant
Belgacom La Poste Vincent Lion, Partner
Dexia Merck (MSD)
Raphaël Prezerowitz, Partner
GDF Suez Siemens
Infrabel
© ICS 2009 14

CV of consultants – Raphaël Prezerowitz
> Professional, experience:
– Internal Consulting Services (2008-), Co-founder and Managing Director.
– Altimis Consulting (2002-), Founder and Managing Director.
– Adcore Strategy (2000-2002), Senior Manager.
– Arthur D. Little (1998-2000), Manager.
– AT&T Solutions (1997-1998), Manager.
– accenture (1990-1995), Senior Consultant.
> Academic background:
– MBA Columbia Business School (Columbia University, New York NY, 1997).
– Association Belge des Banques professional training.
– Commercial Engineer Solvay (ULB 1990).
> Main client references:
– Fortis, MasterCard, Euronext.
– Electrabel, Elia.
– Siemens, Schneider Electric, RJR.
– La Poste, Hesse-Noord Natie, ABX.
> Main areas of expertise and interest:
– Business Strategy
– Customer Satisfaction / Customer Loyalty.
– Change Management / Project Management.
© ICS 2009 15

CV of consultants – Vincent Lion
> Professional, experience:
– GDF Suez Economic Studies (2008 – now)
– Internal Consulting Services (2008 – now), Co-founder and Managing Director.
– Electrabel Strategy Coordination (2005- 2008)
– GITP Management Consulting (2003-2005)
– Xplanation International (2000-2001)
– VLC – Management & IT Advisors (1999-now)
– Arthur D. Little (1999-2000)
– Belgacom (1994-1999)
– Largotim (1993-1994)
> Academic background:
– Lecturer at Solvay Business School : 1999-
– Lecturer at United Business Institutes :1998-
– BEST 1: Belcagom Executives Strategic Track
– (Directors & Successors Executive MBA 1997)
– Master in Management (SBS 1996)
– Master in Engineering (ULB 1993)
> Personal interests:
– Strategy
– Innovation and Technology
– Leadership development
© ICS 2009 16

Internal Consulting Services sprl
202 Avenue Coghen, 1180 Brussels
T: +32 (0)2 347 68 18
info@internalconsulting.be
www.internalconsulting.be
Vincent Lion, Partner Raphaël Prezerowitz, Partner
T: +32 (0)2 347 68 18 M: +32 (0)478 48 97 00
E: vincent.lion@internalconsulting.be E: raphael.prezerowitz@internalconsulting.be
© ICS 2009 17