How to be a consultant and run a successful assignment

The Consulting Process Royston E Morgan The BizFace Community

Objectives
To understand the key steps in the consulting engagement process and have practical experience of these using the case material

Stages in the Consulting Process
Gaining Entry
Preliminary Problem Diagnosis
Contracting
Diagnosis
Collecting and Collating Data
Reporting Back

OD Problem solving cycle Diagnosis Design Implementation TIME The approach to the problem and preliminary diagnosis achieved. Objectives and constraints devised Options for solution are devised and selected - options modelled Implementation strategy devised plan and schedule drawn up

Describe & model Objectives for change Measures for objectives Options Model options & Select Plan the implementation Implement Problem awareness Entry and contracting Polar charts Ishikawa Causal-maps System maps Objective tree Brainstorming Process frameworks Process charting System maps Approach Doc Product breakdown Scheduling Cost benefit DCF Cash Flow Positioning FIT H&W model

The Consulting Process Next job Entry & Description Preliminary Diagnosis Contracting Diagnosis Data & Evidence Reporting Back Implement & Closure Preparation Context Proposal options Cause Focus definition problem Option select Change

Gaining Entry – much more than the terms of reference
Discussion of Problem & Initial Scoping
Mutual Learning and Assessment of Match
Can we work together?
Am I talking to the right person?
Reduction of Uncertainty
High levels of uncertainty and suspicion can be present
Contract requirement defined
In terms of the division of responsibilities
In terms of the work division
Requirements for resources & access
Without a careful entry it is unlikely a mutual trust can be established and the real problem identified - misunderstandings can surface much later that can be very difficult to solve

Gaining Entry – Have I worked here before?
A with X avoid false assumptions and leaping to conclusions
B with X take time to build relationship
A or B with Y emotion and anxiety will be high be ready for missiles
The initial stages are more about learning and relationship building and creating a productive client to consultant relationship
A I have worked with this client before B This is my first visit to this client X I have been invited by the owner of the problem Y I have been imposed by person with power

We need to make ourselves familiar with the problem
Be Familiar with type of problem - avoid off-the-shelf!
What products or services does the client produce?
Who are their main competitors?
What processes and service approach is used?
Market imperatives or practices that are industry/sector specific
Industry level issues or concerns
What's going on in the client (get background to other projects)
During the entry meetings let the client do most of the talking – move from general to specific issues.
Suspend judgement, don’t jump to conclusions, don’t accept evoked problem as fact.
If Client has ‘decided’ on solution and what must be done now's the time to turn down the assignment (but what about your boss!! ed.)

What Questions need to be asked?
What are the five key things you need to know from your first meeting?

Preliminary Problem Diagnosis (PPD) - Reconnaissance
Current practice is for a short diagnostic stage (1-2 days) to present back to the client a deeper understanding.
Usually not charged but added to bill if go-ahead given
If complex and substantial time must be charged for (avoid risk of freebie consulting)
Nice approach is to do a survey
During this stage assess attitudes to problem
Why do you think the organisation needs my help?
What ideas have been suggested already but not supported?
Who should I see or what questions should I ask?
What would you recommend in my position (dangerous!!!)

What is going on in the organisation?
Areas of interest could be:
How are resources being used? (types numbers)
Processes and problems evident? (delays, errors, response rates)
Costs and volume of work
Comparative work often a useful guide
How does this organisation or department compare to its peers
In what ways is ‘it’ similar or contrasting to its peers
Main point is where the detailed analysis should be focused.
What approaches would be feasible or appropriate
What access and information will need to be organised
Positions and directs the full assignment placing it within an agreed framework

PPD – formulates the proposed intervention
The PPD is a proposal and the content demonstrates:
Understanding of the problem and its importance
How the proposed approach addresses THIS problem
How the unique characteristics of your consultancy can deliver the solution
How the work will be done: staff, skills timescales and outline plan
How the assignment will be financed (i.e. how much)
What additional opportunities or benefits brought by the proposal
In the real world put all the waffle in the appendices
& don’t start with some obsequious special pleading in the intro
Detailed tables and figures
CV’s and case studies with relevant signposts to this assignment

Contracting – making agreements explicit
According to Cockman et al (1992) a good contract:
Defines the problem further
Clarifies the work to be done and who is doing what
Avoids unnecessary work on the wrong problems
Defines the degrees of freedom for the consultant
Gives the client an understanding of the way the consultant will work
Mutual expectations goals and control (reporting etc.)
The ground rules especially around confidentiality, ethics, legitimacy of differences
Agreement is important
Things left unsaid can cause problems later
Better to cover all the points than leave to sort out later (they never are until the recriminations start)
Setting expectations and the acceptance criteria are important

Diagnosis – the Heart of the Assignment
The aim of the diagnostic phase is to clarify the problem
A Puzzle has a solution A Problem may not have a solution but options Solve or recommend someone who can Number of courses of action Consultant assists client in choosing Not just one ‘correct’ solution Collect data and analyse Collect data and analyse

Redefinition is the most important consultant input
Three Phases in the problem definition:
Formulate several definitions of the problem (use STEP and levels of analysis – individual, team or organisational)
For each definition clarify underlying assumptions, implications and consequences
Chose one that emphasises strengths whilst minimising weaknesses of definition
The redefinition of the problem is important as in many cases faulty diagnosis by client can obscure a solution
Faulty diagnosis may have perpetuated the problem
The consultant should not accept the evoked problem until analysis has been done
Once the problem is recognised often this can lead to a solution
Diagnosis will show how the problem is being maintained

Blake & Mouton offered four focal issues looking at the softer aspects
A ‘comprehensive’ set of categories for diagnosing problems:
Power-Authority
How power is exercised where does it reside and how authority is managed
Morale-Cohesion
Low motivation, lack of attachment or identity
Management thinks we are unimportant
Norms and Standards
Cultural norms and hidden assumptions
Goals and Objectives
How the objectives of the organisation, groups and individual are related (or not)

Diagnosis – Collecting Data
Systems & Procedures - How people are organised and regulated in order to get the job done
Task - What must be done and why (is there a shared view?)
Process - How the interactions take place between the actors
These must be balanced often one or two are in place and the third is aspect is failed Systems & procedures Tasks Processes Start Complete

A root cause analysis categories problems
Four principal dimensions within an organisation reviewed
Material
Machines
Methods
People
Can also include any dimensions that seem appropriate such as environment or external influences
Diagram is constructed asking ‘What problems are there in …’

Root cause analysis – Ishikawa diagram Call backlog increasing Method Machine Materials People Environment Slow to answer phones No call follow Not trained new system System slow Upgrade missed No dedicated line FAQ’s not up to date Manuals not updated Cramped space Old furniture Short staffed Licence expired

Diagnosis is also about casual relationships
The relationship between problems and symptoms
The relationship between symptoms and outcomes
Watch for options posed as problems
This is sometimes not a simple process as conditions often influence each other Costs are too high Too many staff Over capacity Skill mix changed Tech changes Tech is old Skill mix wrong Slow adoption Empire building Expensive technology Lack of strategy Service too expensive Market share falling

From this mass (mess) of problems we need to find out what is important The urgency importance matrix Urgent Not Urgent Important Unimportant

Reporting Back – saying why the problem exists
If the report back is to be successful the important aspects of the evidence from the diagnosis need to be emphasised
Most of the data will not be discussed at all (which can be a bit of a let down for the team but don’t mistake quantity for quality)
Data tables, analysis and stats go in the appendices
The issues to be covered:
Those that the client can change or affect
Important to the organisational performance
Where some commitment to doing something is required
The prime task is to explain why the problem exists and the journey made in identifying it. This needs to be simplified, clear and shorn of all jargon.

Reporting Back - Meeting Outline (Block 1981)
Run through the agenda (time budget etc.)
Introduce team and roles
Restate the Contract and Agreed Objectives
Present the findings of the diagnosis
Discuss with client and ask for feedback
Present any recommendations
Decisions and Next Steps
Temperature Check

Feeding Back: Style
Be assertive and clear in the problem diagnosis
But not aggressive or neutral
Focus on the problem description not on individual (s)
Never evaluate people
Avoid this especially if you are probed
Specific not Vague
Brief not Lengthy
Simple not Complicated
Plain English not Psychobabble
A: There is a problem with call management in this organisation B: The service desk personnel cannot do their job and they are poorly trained. C: The call queue has risen by 50% in the last year mainly because the service staff have not been trained in the new software.

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How to be a consultant and run a successful assignment

by RoyMogg Blog on Mar 17, 2010

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