Consultancy in real life RSM  Rotterdam, 3 February 2009 Mr. Drs A.M. Aelmans MBScA
Real life according to consultants Where are we now and where are we going to? <ul><li>The theory is always simple: </li><...
Real life... According to Alice © 2009 Capgemini – All rights reserved consultants in real life
So, where are we now?  © 2009 Capgemini – All rights reserved consultants in real life Current Situations (S1) “ Don’t kno...
Alice lacks insight but she will find out where she is... <ul><li>Look & listen carefully </li></ul><ul><ul><ul><li>Get yo...
Are you 100% sure? <ul><li>How  do you know?  </li></ul><ul><li>Prove it! </li></ul><ul><li>How does the client knows you ...
Known consultant pit falls while gaining insight <ul><li>Assume people trust you  instantely You need to be aware that you...
Consultants know where we are going to…. © 2009 Capgemini – All rights reserved consultants in real life “ Know we need to...
But does Alice?  <ul><li>Consultant pit falls: </li></ul><ul><li>The goal/objective is not defined SMART (enough)  Specifi...
We know where we are, we know where we are going to,  how to get ‘there’? <ul><li>Known consultant pit falls at the projec...
Consider the way along as a game, a difficult one... © 2009 Capgemini – All rights reserved consultants in real life Alice...
With lots of obvious obstacles..... <ul><li>Known consultant pitfalls along the way: </li></ul><ul><li>Poor project manage...
.... and more hidden obstacles to be taken. <ul><li>Communication </li></ul><ul><ul><li>Do communicate with the client in ...
Be sure you solve the right riddle! <ul><li>Like… what’s the real issue? </li></ul><ul><li>To be honest: most clients thin...
Who are you?  <ul><li>&quot;Who are YOU?&quot; said the Caterpillar. This was not an encouraging opening for a conversatio...
And what does the client want you to do? <ul><li>Phase 1: provide insight </li></ul><ul><li>As-Is situation </li></ul><ul>...
Balancing priorities can be tough <ul><li>Work life balance </li></ul><ul><ul><li>normal days (incl. travel up to 11 hours...
How do I know we are ‘there’ already? <ul><li>Because ... </li></ul><ul><li>Time is up? </li></ul><ul><li>Budget is gone? ...
Are you really ‘there’ when you get ‘there’? <ul><li>Known consultant pitfalls being ‘almost there’: </li></ul><ul><li>Kee...
For some it is worth it, for some it isn’t. <ul><li>Nice stuff: </li></ul><ul><li>New challenges every time </li></ul><ul>...
And now: let’s get started! © 2009 Capgemini – All rights reserved consultants in real life Go and make your own mistakes!
Must reads.... <ul><li>Stephen Covey:  </li></ul><ul><li>“ The 7 habits of highly effective people” </li></ul><ul><li>Beca...
App 1: Do customers really know what they want? <ul><li>Real life examples: </li></ul><ul><li>“ I don’t know what I want.”...
App 2: Do customers really want to work with you? <ul><li>Real life examples: </li></ul><ul><li>“ Can’t share. That is sen...
Capgemini is a Global Service Provider. We are known for our knowledge and worldwide reach, and appreciated for the way we...
The Dutch Capgemini organization is structured into 3 disciplines which makes us an ideal partner for your business and te...
Capgemini Consulting the Netherlands delivers two major types of consultancy:  Business Transformation Consulting and Mana...
(mr drs) Roosmarie Aelmans © 2008 Capgemini - All rights reserved |   CV <ul><li>picture so the file is ot to big. </li></...
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20090203 Rsm Consultants In Real Life

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  • © 2006 Capgemini - All rights reserved
  • 20090203 Rsm Consultants In Real Life

    1. 1. Consultancy in real life RSM Rotterdam, 3 February 2009 Mr. Drs A.M. Aelmans MBScA
    2. 2. Real life according to consultants Where are we now and where are we going to? <ul><li>The theory is always simple: </li></ul>© 2009 Capgemini – All rights reserved consultants in real life S 1 S 2 B Current Situation Desired Result Benefits
    3. 3. Real life... According to Alice © 2009 Capgemini – All rights reserved consultants in real life
    4. 4. So, where are we now? © 2009 Capgemini – All rights reserved consultants in real life Current Situations (S1) “ Don’t know if we should change” “ Know we need to change, but don’t know how” “ Know we need to change and know how, but lack time/resources to do so” Lack Insight Have Insight Have Plan
    5. 5. Alice lacks insight but she will find out where she is... <ul><li>Look & listen carefully </li></ul><ul><ul><ul><li>Get yourself and your colleagues lots of coffee </li></ul></ul></ul><ul><ul><ul><li>Get yourself a desk amongst the clients staff </li></ul></ul></ul><ul><ul><ul><li>Really do serious stakeholder management </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Who is talking to who on what topic? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Who has lunch together, supports each other in meetings? </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Who does everybody turn to for advice? </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Do you really understand what they are saying? </li></ul></ul></ul><ul><ul><ul><li>Prepare a list of things that strike you as good/ could go better and then challenge, validate & check . </li></ul></ul></ul><ul><ul><ul><ul><li>Try to prove your self wrong at least during 2 weeks. </li></ul></ul></ul></ul>© 2009 Capgemini – All rights reserved consultants in real life You need to know what is going on and who is in the game. &quot;But I don't want to go among mad people,&quot; Alice remarked. &quot;Oh, you can't help that,&quot; said the Cat: &quot;we're all mad here. I'm mad. You're mad.“ &quot;How do you know I'm mad?&quot; said Alice. &quot;You must be,&quot; said the Cat, &quot;or you wouldn't have come here.”
    6. 6. Are you 100% sure? <ul><li>How do you know? </li></ul><ul><li>Prove it! </li></ul><ul><li>How does the client knows you know? </li></ul><ul><li>Communicate explicitely (in simpel, clear and unmixed messages) </li></ul><ul><li>How do you know that the client knows? </li></ul><ul><li>Ask for clear & written feedback </li></ul>© 2009 Capgemini – All rights reserved consultants in real life If you don’t understand the why, you can’t do the job.
    7. 7. Known consultant pit falls while gaining insight <ul><li>Assume people trust you instantely You need to be aware that your presence is disturbing the balance, you were not hired to play cards, mistrust is often your starting point. </li></ul><ul><li>Assume you understand and act on it You need to challenge, validate and check </li></ul><ul><li>Assume everybody has the same insight You need to check and communicate the insight in simpel, clear and unmixed messages </li></ul><ul><li>Assume that everybody holds the same agenda You need to be aware of this and play with it. </li></ul><ul><ul><ul><li>Assume everybody is effected by the problem and therefore happy to contribute to the solution Who’s problem is it anyway? </li></ul></ul></ul>© 2009 Capgemini – All rights reserved consultants in real life <ul><ul><ul><li>Assumptions are the basis of all failures! </li></ul></ul></ul>
    8. 8. Consultants know where we are going to…. © 2009 Capgemini – All rights reserved consultants in real life “ Know we need to change, but don’t know how” “ Know we need to change and know how, but lack time/ resources to do so” Lack Insight Have Insight Have Plan Want Insight Want Plan Want Plan Implemented Desired Results (S 2 ) Current Situations (S 1 )
    9. 9. But does Alice? <ul><li>Consultant pit falls: </li></ul><ul><li>The goal/objective is not defined SMART (enough) Specific, Measurable, Acceptable, Realistic and Time constrained You need to: stick to the plan or change the plan </li></ul><ul><li>The scope shifts during the project You need to: keep everybody focused and aligned or agree on the new SMART definition of the goal. </li></ul>© 2009 Capgemini – All rights reserved consultants in real life &quot;Would you tell me, please, which way I ought to go from here?&quot; &quot;That depends a good deal on where you want to get to,&quot; said the Cat. &quot;I don’t much care where--&quot; said Alice. &quot;Then it doesn’t matter which way you go,&quot; said the Cat. &quot;--so long as I get SOMEWHERE,&quot; Alice added as an explanation. &quot;Oh, you’re sure to do that,&quot; said the Cat, &quot;if you only walk long enough.&quot;
    10. 10. We know where we are, we know where we are going to, how to get ‘there’? <ul><li>Known consultant pit falls at the project start up: </li></ul><ul><li>Mal preparation </li></ul><ul><ul><li>Do check everything and everybody (even before you get started!) </li></ul></ul><ul><ul><li>Define a SMART assignment </li></ul></ul><ul><li>Poor stake holdermanagement </li></ul><ul><li>No formal agreement on essentials (like time, money, quality, resources, use of templates deliverables) </li></ul><ul><li>Get formal approval & resources, don’t just start </li></ul><ul><li>Do be absolutely clear on what you will and will not do </li></ul><ul><li>Be alert on changes along the way </li></ul>© 2009 Capgemini – All rights reserved consultants in real life Begin at the beginning and go on till you come to the end: then stop. (said the King)
    11. 11. Consider the way along as a game, a difficult one... © 2009 Capgemini – All rights reserved consultants in real life Alice thought she had never seen such a curious croquet-ground in her life.. (…).the balls were live hedgehogs, the mallets live flamingoes, and the soldiers had to double themselves up and to stand on their hands and feet, to make the arches. The chief difficulty Alice found at first was in managing her flamingo.. (..).. as the doubled-up soldiers were always getting up and walking off to other parts of the ground, Alice soon came to the conclusion that it was a very difficult game indeed. <ul><li>Please do: </li></ul><ul><li>Solve the riddles </li></ul><ul><li>Make sense out of nonsense </li></ul><ul><li>Have fun along the way </li></ul><ul><li>Get there </li></ul>
    12. 12. With lots of obvious obstacles..... <ul><li>Known consultant pitfalls along the way: </li></ul><ul><li>Poor project management </li></ul><ul><ul><li>Do use a project management tool </li></ul></ul><ul><ul><li>Do assign the project roles clear amongst the team </li></ul></ul><ul><ul><li>Do agree on formats/templates with the client </li></ul></ul><ul><ul><li>Do evaluate with your team frequently </li></ul></ul><ul><li>The consultant knows best </li></ul><ul><ul><li>But ‘they’ do the job for years already, so do ask and openly appreciate other opinions </li></ul></ul><ul><ul><li>But ‘they’ have to live and work with your result, so do make sure they can and will do so </li></ul></ul><ul><ul><li>Don’t impose your templates and style but do adapt to their way of doing if possible </li></ul></ul>© 2009 Capgemini – All rights reserved consultants in real life
    13. 13. .... and more hidden obstacles to be taken. <ul><li>Communication </li></ul><ul><ul><li>Do communicate with the client in simpel, clear and unmixed messages </li></ul></ul><ul><ul><li>Be open on issues and risk: weekly progress reports, issue lists and regular meetings with your client are crucial </li></ul></ul>© 2009 Capgemini – All rights reserved consultants in real life Speak English! I don't know the meaning of half those long words, and I don't believe you do either! (eaglet)
    14. 14. Be sure you solve the right riddle! <ul><li>Like… what’s the real issue? </li></ul><ul><li>To be honest: most clients think they know….. </li></ul><ul><li>…… .but a lot don’t. </li></ul><ul><li>Keep checking: </li></ul><ul><ul><li>Is the problem clear? Is this identified problem really a problem? Is the identified cause really causing the problem? Are they solving the right problem or right cause? Is it realistic within the constraints given (time, money and quality) Is it feasable for the client? And for your self? </li></ul></ul><ul><ul><li>Are there hidden issues ? Hidden agenda’s? No go-zones? Trauma’s from other projects that will hinder your current assignment? </li></ul></ul><ul><ul><li>Does he really wants to solve this, understanding all consequences? </li></ul></ul>© 2009 Capgemini – All rights reserved consultants in real life The Hatter opened his eyes very wide on hearing this; but all he said was, &quot;Why is a raven like a writing-desk?&quot; &quot;Come, we shall have some fun now!&quot; thought Alice. &quot;I'm glad they've begun asking riddles”.
    15. 15. Who are you? <ul><li>&quot;Who are YOU?&quot; said the Caterpillar. This was not an encouraging opening for a conversation. Alice replied, rather shyly, &quot;I--I hardly know, sir, just at present-- at least I know who I WAS when I got up this morning, but I think I must have been changed several times since then.&quot; </li></ul>© 2009 Capgemini – All rights reserved consultants in real life <ul><li>Know who you are and be your self! </li></ul><ul><li>Beware of how you are perceived by others </li></ul><ul><li>What is your added value? </li></ul><ul><li>Don’t over- or underestimate yourself </li></ul><ul><li>What distinguishes you from your neighbour? </li></ul><ul><li>What do they ask you to do? </li></ul><ul><li>Ask you best friend </li></ul><ul><li>Check with the clients afterwards </li></ul><ul><li>Check your Belbin score </li></ul>'I can't explain myself, I'm afraid, Sir,' said Alice, 'because I'm not myself you see.'
    16. 16. And what does the client want you to do? <ul><li>Phase 1: provide insight </li></ul><ul><li>As-Is situation </li></ul><ul><li>To-Be situation </li></ul><ul><li>The real challenge is known </li></ul><ul><li>Phase 2: write the plan </li></ul><ul><li>Write plan </li></ul><ul><li>Workscouncil </li></ul><ul><li>… . </li></ul><ul><li>Phase 3: implement the plan </li></ul><ul><li>Set up project </li></ul><ul><li>Run project </li></ul><ul><li>Deliver expertise </li></ul><ul><li>… .. </li></ul>© 2009 Capgemini – All rights reserved consultants in real life Don’t fool yourself: every phase requires different skills, personalities and tools.
    17. 17. Balancing priorities can be tough <ul><li>Work life balance </li></ul><ul><ul><li>normal days (incl. travel up to 11 hours a day) </li></ul></ul><ul><ul><li>special days (evening meetings, training sessions, assignments abroad: up to 16 hours a day) </li></ul></ul><ul><li>Personal interest and the assignment </li></ul><ul><li>Personal career planning and the available assignments </li></ul><ul><li>Personal opinion on an approach and the approach chosen by the lead consultant or client </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    18. 18. How do I know we are ‘there’ already? <ul><li>Because ... </li></ul><ul><li>Time is up? </li></ul><ul><li>Budget is gone? </li></ul><ul><li>because we have delivered on time and according to expectations! </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    19. 19. Are you really ‘there’ when you get ‘there’? <ul><li>Known consultant pitfalls being ‘almost there’: </li></ul><ul><li>Keep an eye on the famous triangle time, money and quality </li></ul><ul><ul><li>Do inform the client on issues of challenges </li></ul></ul><ul><ul><li>Do prepare the alternatives </li></ul></ul><ul><ul><li>Do facilitate the client to take the decision </li></ul></ul><ul><ul><li>Don’t take the decision your self (unless you are explicitly assigned to do so) </li></ul></ul><ul><li>How do we stay where we want to be? </li></ul><ul><ul><li>Trust is fine, check is better. Are people really acting as instructed or do they cling to old ways of doing things? </li></ul></ul><ul><ul><li>Measure the new way of working and reward the early adapters </li></ul></ul><ul><ul><li>Spot and block all escape routes to the old way and strongly discourage all side steps </li></ul></ul>© 2009 Capgemini – All rights reserved consultants in real life
    20. 20. For some it is worth it, for some it isn’t. <ul><li>Nice stuff: </li></ul><ul><li>New challenges every time </li></ul><ul><li>New colleagues every time </li></ul><ul><li>Fresh starts every time </li></ul><ul><li>Real added value to companies & individuals </li></ul><ul><li>Never a dull moment.... </li></ul><ul><li>Not so nice stuff: </li></ul><ul><li>Project colleagues are often regarded as not –one-of-them </li></ul><ul><li>You might feel not at home at your own company either (since you work mostly on the clients site) </li></ul><ul><li>Travelling takes a lot/too much private time </li></ul><ul><li>Saying good by often </li></ul><ul><li>Finding out again how every one drinks his coffee and remember all the names </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    21. 21. And now: let’s get started! © 2009 Capgemini – All rights reserved consultants in real life Go and make your own mistakes!
    22. 22. Must reads.... <ul><li>Stephen Covey: </li></ul><ul><li>“ The 7 habits of highly effective people” </li></ul><ul><li>Because it really helps you to focus on what is important </li></ul><ul><li>Prince 2 (or some other project management tool) </li></ul><ul><li>Because it helps to get and keep track of your project </li></ul><ul><li>Charles Foster: </li></ul><ul><li>“ What do I do now?” </li></ul><ul><li>Because it helps you to take the right decision </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    23. 23. App 1: Do customers really know what they want? <ul><li>Real life examples: </li></ul><ul><li>“ I don’t know what I want.” </li></ul><ul><li>“ I want the world in my application.” </li></ul><ul><li>“ I don’t like heavy documentation. Let’s cut it short.” </li></ul><ul><li>&quot;We might already have this in place, but not sure.“ </li></ul><ul><li>&quot;Feel free to read my mind.“ </li></ul><ul><li>&quot;I don't agree with them. I want my way.“ </li></ul><ul><li>&quot;I want the moon.&quot; </li></ul><ul><li>&quot;My customer wants this. So go talk to him.&quot; </li></ul><ul><li>&quot;I want SAP...&quot; </li></ul><ul><li>&quot;Can YOU think of a few requirements?&quot; </li></ul><ul><li>&quot;You can take my word for it.&quot; </li></ul><ul><li>&quot;Oh by the way, I want this too...&quot; </li></ul><ul><li>&quot;We don't have time for Quality&quot; </li></ul><ul><li>&quot;This is the way we do things in here&quot;. </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    24. 24. App 2: Do customers really want to work with you? <ul><li>Real life examples: </li></ul><ul><li>“ Can’t share. That is sensitive information.” </li></ul><ul><li>“ I think we should go to a cheaper vendor.” </li></ul><ul><li>&quot;My competitor has it. That is my business case!&quot; </li></ul><ul><li>&quot;Tell me what my competitors are doing about this.&quot; </li></ul><ul><li>&quot;Let’s scrap that biggie. The Board shot it down.&quot; </li></ul><ul><li>&quot;Include this, it’s a quick-win for us.&quot; </li></ul><ul><li>&quot;I want this to work at any cost.&quot; </li></ul><ul><li>“ I don’t have time.” </li></ul><ul><li>&quot;I am going to make this difficult for you.&quot;   </li></ul><ul><li>&quot;Let me pass the buck.&quot; </li></ul><ul><li>&quot;I have nothing to do with this.&quot; </li></ul><ul><li>&quot;Capgemini? I am not so sure anymore...&quot; </li></ul><ul><li>&quot;Blah blah blah...&quot; </li></ul><ul><li>Talking on the telephone to a customer. </li></ul><ul><li>Customer talks too fast for you to take notes. </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    25. 25. Capgemini is a Global Service Provider. We are known for our knowledge and worldwide reach, and appreciated for the way we work together with our customers € 8.7 billion revenue in 2007 > 83.000 employees > 300 offices in 30 countries <ul><li>16.000+ people in Indian Centres </li></ul>© 2009 Capgemini – All rights reserved consultants in real life
    26. 26. The Dutch Capgemini organization is structured into 3 disciplines which makes us an ideal partner for your business and technology transformation. © 2009 Capgemini – All rights reserved consultants in real life
    27. 27. Capgemini Consulting the Netherlands delivers two major types of consultancy: Business Transformation Consulting and Management Consulting © 2009 Capgemini – All rights reserved consultants in real life
    28. 28. (mr drs) Roosmarie Aelmans © 2008 Capgemini - All rights reserved | CV <ul><li>picture so the file is ot to big. </li></ul>Competences Name Roosmarie Aelmans Grade Managing Consultant Nationality Dutch Languages Dutch, English Roosmarie Aelmans is result driven and pragmatic in thought and act. Her no-nonsense approach is aimed at structural solutions for urgent problems. She likes to do the right things right. She is adaptable and always rises to challenges presented to her. Roosmarie is able to connect to the internal available expert to reach a good result together within the constraints given. These aspects contribute to her effectiveness as change manager. In complex and high pressure situations she gains insight quickly and creates overview and structure . Her ideas are based on quality and long term solutions approaches while starting with quick wins to get the change underway. Her experience and communicative skills enable her to shape and realize changes supported by the principal and the employees involved.   Education <ul><li>Master in Dutch law, Erasmus University Rotterdam </li></ul><ul><li>MScBA in Business Science Administration,  Erasmus University Rotterdam </li></ul><ul><li>Collaborative Coaching </li></ul><ul><li>Professional Organizing </li></ul><ul><li>Various other business trainings on consulting and personal skills, logistics, IT and methods. </li></ul>Professional experience <ul><li>Roosmarie has been active in projects since 1989 in profit and non-profit organisations. Mostly the focus was on business processes and improvement or change related. </li></ul><ul><li>Financial institutions </li></ul><ul><li>Roosmarie worked for most major financial institutions in the Netherlands on very different assignments. These projects included: </li></ul><ul><li>(Post) merger projects at NMB Bank/Postbank and ABNAmrobank (NEWbank) </li></ul><ul><li>Dealing with loan collection, negociating with debtors as line executive </li></ul><ul><li>Projects to set up new or change existing Mid Office departments </li></ul><ul><li>Projects between sub divisions of ING Group </li></ul><ul><li>Projects to design and implement new Business Processes (Bank Holidays, Internal Direct Debits in Finland, Ireland and Austria) </li></ul><ul><li>Setting up and running the Compliance desk (12 FTE) at Hollandsche Bank-Unie </li></ul><ul><li>Non-financal institutions </li></ul><ul><li>For Vopak Roosmarie is involved in the preparation and implementation of a customer focused way of working within the Chemical division, supported by a CRM tool. </li></ul><ul><li>Non-profit organisations </li></ul><ul><li>Roosmarie has experience with public or semi public institutions as well. For the Sectorfonds Zorg & Welzijn she advised institutions on the Europees Sociaal Fonds policy on applying for subsidies. </li></ul><ul><li>For the IND (Immigration Service) she designed and implemented the training for a new system (2.000+ end users). </li></ul>
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