Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Upcoming SlideShare
What to Upload to SlideShare
What to Upload to SlideShare
Loading in …3
×
87 of 186

Effective Meetings for Management Consultants & Analysts

2

Share

Download to read offline

What is the aim of this presentation?
During consulting projects you will be doing plenty of interviews and meetings. At the beginning, you may find them very stressful and challenging, especially, when you have to talk with directors, managers that are much older than you, and that have much bigger experience than you. Luckily, there are a lot of interesting techniques that will help you conduct efficiently interviews and meetings during consulting projects.
In this course, I will show you different tips and methods that will help you achieve your goals. Thanks to this course you will learn the following things:
1. How to prepare and conduct initial interviews during consulting projects
2. How to conduct regular meetings
3. How to make sure that your final presentation is a success
4. How to conduct implementation and internal meetings during consulting projects

For more check the following course: https://bit.ly/MeetingsConsultants

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

Effective Meetings for Management Consultants & Analysts

  1. 1. 1 Effective Meetings for Management Consultants & Analysts Practical guide how to be effective during consulting projects
  2. 2. 2 During consulting projects you will be doing plenty of interviews and meetings. You may find it at the beginning stressful and challenging
  3. 3. 3 In business you have to make a lot of important decisions Luckily, there are a lot of interesting techniques that will help you conduct efficiently interviews and meetings during consulting projects.
  4. 4. 4 In this presentation I will show you how to not only conduct such meetings efficiently but also how to prepare grounds for successful presentation of your work to the customer.
  5. 5. 5 You will also learn how to conduct implementation meetings with the customer’s team as well as internal meetings with you consulting team.
  6. 6. 6 This presentation will help you conduct efficiently meetings and interviews on the level of top management consultants
  7. 7. 7 How the presentation is organized
  8. 8. 8 During consulting projects you will have plenty of meetings. Since you do want to get some sleep during the project, I will show you how to do meetings efficiently
  9. 9. 9 Interviews – Preparation Phase Interviews – Execution Phase Regular meetings with stakeholders Presentation delivery Implementation meetings Internal meetings
  10. 10. 10 What you will see in this presentation is a part of my online course where you can find case studies showing analyses along with detailed calculations in Excel Effective Meetings for Management Consultants & Analysts $99 $19 Click here to check my course
  11. 11. 11 Preparation for interviews
  12. 12. 12 Preparation for interviews – Introduction
  13. 13. 13 During consulting projects you will be doing plenty of meetings with different stakeholders. You have to prepare beforehand to make the most of the meeting
  14. 14. 14 There are certain things you want to achieve during a meeting Learn what the role of the person is in the organization Understand more about the market and customers Understand who do they compete with Identify main challenges in the business Learn the interviewee’s opinion / point of view Identify main drivers and KPIs for the business Learn the organizational structure of the firm Get his / her contact details and get data from him / her
  15. 15. 15 In this section we will discuss what you should do to prepare for the interview. Below the tools we will discuss in this section Issue Tree The value of rough estimations Bottom-up approach Top-down approach Backward Reasoning How to look for KPIs and benchmarks? How to do overall research on the firm? Identify which things matter Create Value Creation Plan
  16. 16. 16 Create Issue tree
  17. 17. 17 Area of analysis Area 1 Problem 1 Problem 2 Possible Reason 1 Possible Reason 2 Possible Reason 3 Possible Reason 4 Possible reasonsSuspected problems Analysis to be performed Analysis 1 Analysis 2 Analysis 3 Analysis 4 Let’s have a look at a definition of an issue tree
  18. 18. 18 Examples of issue trees
  19. 19. 19 In the next lectures we will have a look at examples of issue trees Issue tree for FMCG firmIssue tree Retail firmIssue tree for logistics
  20. 20. 20 Issue tree in Logistics – examples
  21. 21. 21 Area of analysis Area 1 Problem 1 Problem 2 Possible Reason 1 Possible Reason 2 Possible Reason 3 Possible Reason 4 Possible reasonsSuspected problems Analysis to be performed Analysis 1 Analysis 2 Analysis 3 Analysis 4 Let’s have a look at a definition of an issue tree
  22. 22. 22 Area of analysis Transport High costs of transport per ton of goods Big level of waste and breakage in transport Possible reasonsSuspected problems Analysis to be performed Analysis of correlation between type of packaging and percentage of damaged Analysis of time spent on the way and kilometers covered in that time Analysis of designed routes, their length and the influence of possible changes Analysis of fuel usage and kilometers covered by vehicles Analysis of load carried on the way back Badly designed routes Too big fuel usage No shipments on the way back Low usage of resources Badly designed method of packaging which makes the product prone to damage Speed not adjusted to the product Badly organized work and schedule of deliveries Limitation on delivery time of finished goods Analysis of level of overtime, daily organization of drivers work Analysis of Clients’ preferences on delivery time Issue tree – example – chicken meat producer
  23. 23. 23 Issue tree in Retail – Examples
  24. 24. 24 When you are talking about retail you should have a look a the following areas Retail chain development Product Range / Category Range Management Pricing Logistic / Supply Chain Expansion model In-store process HR especially trainings
  25. 25. 25 Below you can see example of issue tree in Retail Chain Development Area of analysis Retail chain development Low growth in sales Decreasing EBITDA of new stores Possible reasonsSuspected problems Analysis to be performed Analysis of rents vs comparable competition Salaries growth vs rotation – comparison with competition Analyze the change in sales after opening new stores / on-line introduction Analysis of number of openings vs availability of new places Low LFL due to cannibalization (on- line, new stores in old locations) Few new openings in locations Increasing rents due not proper usage of purchasing power Growing salaries to keep low rotation High cost of building new stores No support from the shopping malls Not optimized formats, expensive fixtures Analysis of contracts with shopping malls Analysis of cost per 1 sq. m, number of fixtures, cost per fixtures
  26. 26. 26 Area of analysis Product Range Management Low margin on Category A Low margin on Category B Possible reasonsSuspected problems Analysis to be performed Analysis of whom we buy from Category B and the whole value chain Analysis of planning and allocation process Analyze of number of suppliers and their share in sales vs market Analysis of Private Labels potential – benchmarks and potential supplier Too many supplier of Category A that undermines your purchasing power Lack of Private Labels Usage of middlemen instead of direct suppliers Improper planning and allocation by stores High inventory cost Improper planning and allocation by stores Non-responsive supply chain Analysis of planning and allocation process Analysis of lead times, deliverability on- time, level of breakage Below you an example of issue tree for Product Range Management
  27. 27. 27 Issue tree example for a FMCG firm
  28. 28. 28 When you are talking about FMCG you should have a look a the following areas Marketing Product Development Managing Sales Force Production Supply Chain including Planning & Sourcing Customer Data Analysis Competition Analysis Expansion Model
  29. 29. 29 Below you can see example of issue tree in FMCG – Sales Force Management Area of analysis Sales Force Management High sales at the end of the month Different market shares in regions Possible reasonsSuspected problems Analysis to be performed Analyze the motivation system Analyze channels per region Analyze the motivation system Analyze sales forecasting, planning of production and return rate Bonus system with a high threshold that incentives pushing the product The firm is not producing what the customer wants We have set-up too low targets for some regions Some regions have different channels High cost of sales force in relation to sales We have inefficient sales team We have too many overlapping sales representatives Drive with sales force team members, analyze processes, tools, efficiency Analyze sales per sales representative and compare with competition
  30. 30. 30 Below you can see example of issue tree in FMCG – Production Area of analysis Production We have high production costs related to labor Inventory level are extremely high Possible reasonsSuspected problems Analysis to be performed Analyze production planning and procurement, sales forecasting Analyze how work is controlled on the production floor Analyze solution used by other firms, especially automatization Check the Overall Labor Efficiency (OLE) and look for bottlenecks A lot of people are required for some of the processes We use the people inefficiently We are very bad at planning and there is no sales forecasting The machines / part of production are not linked properly We have high waste cost We are using wrong technology or machines We are using wrong materials Analyze waste by technology and machines. Check planned vs actual Analyze cost of production by different typ of materials
  31. 31. 31 Check the video for more details Click here to go to the video
  32. 32. 32 The value of rough estimations
  33. 33. 33 Rough estimation is extremely valuable You get fast some point of reference You can use it to cross check other results You don’t need much data for rough estimation Everybody can understand it Helps you prioritize you work during the project Speeds up the learning process
  34. 34. 34 Bottom-up approach
  35. 35. 35  First you should imagine the typical users  Then you should try to guess his consumption level  By estimating the number of typical users you and their consumption level you get the rough size of the market …the one you will for sure use is bottom-up approach where you go from single (typical) consumer to market research
  36. 36. 36 Segment A Segment B …sometimes it makes sense to divide markets in segments and estimate them separately (i.e. women and man, different age groups)
  37. 37. 37 …let's do a simple example. Imagine that you want to make an application for franchised restaurants  You pick the sample group / area you want to estimate i.e. city (here Warsaw)  You count the number of all restaurants in the area  For the chosen area you count the franchising restaurants  You check the population of the whole country – here Poland  Assuming similar density as in Warsaw you scale up the number of franchised restaurants proportionally to the population
  38. 38. 38 …to make you better at this method imagine you want to sell home made dog food….. First you have to estimate how many dogs they are…..  First you should pick your sample – can be your friends or neighbors  Next step is to calculate how many dogs they have  Once you have the number also calculate how many households they are in the sample  It is now enough to know how many households there are in the country  And assuming similar proportion as in your sample you scale up the number of dogs +
  39. 39. 39 …with the number of dogs you just have to estimate the number of food eaten per year by average dog…..and you get to the size of the food market  We have the number of dogs in the whole country. Now we have to get from here to the dog food  This requires us to estimate additionally how much food would average dog eat per year  In this way using annual average consumption per dog and the estimated number of dogs we are able to estimate how much food is eaten every year in the country +
  40. 40. 40 Lets sum up the bottom-up approach  Bottom-up approach enables you to estimate within one minutes the indicative size of the market  It is very good for the B2C markets  For better estimation you should segment customers and increase the sample size
  41. 41. 41 Check the video for more details Click here to go to the video
  42. 42. 42 Top-down approach
  43. 43. 43 When to use top-down approach?  You know the size of the whole market  You are interested in a specific segment of the market  Segment is big enough  You are thinking about niche strategy or low cost strategy (market re- segmenting)
  44. 44. 44 For a change lets see how it would work with top-down approach  You use the total market size to get to the size of the segment in which you are interested  You have to use some sort of sample measure  By applying the result from the sample you can get to the size of the segment in which you are interested
  45. 45. 45 … let’s use the top-down approach to estimate the market for science fiction books sold in Poland….  You use the total number of books sold in your country  Then you go to the bookstore that belongs to the biggest chain of bookstore and check what percentage of the shelves are take by science fiction books  If you use this proportion to the whole market you should get the rough estimation of the science fiction book segment
  46. 46. 46 Backward reasoning
  47. 47. 47 Imagine that you were supposed to say how much you have to spend to create a company that has revenue of $ 100 M dollar Imagine that you were supposed to say how much you have to spend to create a company that has revenue of $ 100 M dollar
  48. 48. 48 You could use for that the so called backward reasoning CC: Flickr; Cycle Track
  49. 49. 49 Imagine that you were supposed to say how much you have to spend to create a company that has revenue of $ 100 M dollar Total Costs $ 400 M Cost of 1 lead $ 2 K # of leads 200 K ÷ % Conversion 10% x # of customers 20 K Average revenue per customer $ 5 K Revenues $ 100 M x
  50. 50. 50 Benchmarks
  51. 51. 51
  52. 52. 52 Why you need benchmarks?
  53. 53. 53 There are 2 types of benchmarks Internal External  Based on previous execution  Extremely comparable  Very reliable  Detailed – can be put for each and every activity  Based on some external source (i.e. reports)  Not that easily comparable  They to be treated with caution  Only for chosen amount of activities  Can give you food for drastic improvements - by analyzing them you can find totally different method of working
  54. 54. 54 By comparing your results and benchmarks you can decide what to improve, work on Internal  Salary  Speed of typing  Speed of analyzing Excel Area Unit Current result  K USD  words/ minute  minute  5  40  15 4 39 10 External 7 80 12  Your salary went up in comparison with your previous one, but you are still below the market  Your typing speed has improved slightly yet you are far below the speed achieved by others  You not only improved your speed of analyzing but also are better than others  Makes sense to teach others how to do it Conclusions
  55. 55. 55 KPIs and business drivers
  56. 56. 56 To understand and analyze business you have to identify the drivers / KPIs that a key for specific business and translate it into a model in Excel # transactions Average revenue per transaction Total revenuex % Fee of the marketplace Average transaction value Total searches % conversion x x Total Costs Total margin - Rent People Cost of traffic Ratio of visitors to searches Average cost of 1 visit + x Development
  57. 57. 57 Imagine that you have to estimate typical family spending's. You can take into account countless number of factors…..
  58. 58. 58 …or you can limit yourself to the most important ones i.e. number of kids, size of house, main repetitive spending like food.
  59. 59. 59 To measure the selected factors you have to use some sort of KPIs Spending per 1 person per month per category # of people in average family Average size of the house in sq. m Average rent per sq. m
  60. 60. 60 In the next lectures I will show you how to define and use KPIs and business drivers How to improve the results of the Cinema
  61. 61. 61 KPIs for cinema
  62. 62. 62 Imagine that you were responsible for managing the cinema. What KPIs metrics you would look at to see whether you are doing a good job?
  63. 63. 63 Let’s see what KPIs you should look at # sold tickets Average revenue per Ticket Total revenue Total Costs x Total margin - Average price per ticket Average additional purchase per ticket Total capacity in tickets % Utilization Rent People # of People Average wages + + x x
  64. 64. 64 How to look for KPIs and benchmarks?
  65. 65. 65 Before meeting with specific director you want to know 2 things KPIs, drivers, metrics that matter Benchmarks for those KPIs, drivers & metrics
  66. 66. 66 There are a few places that you can find what you are looking for Brainstorm for 15 minutes Official reports esp. of public firms Press releases / blog posts / etc. esp. done by experts Interviews with CEO / COO / Directors Analytical reports done for valuation purpose Market reports KPIs reports publicly available Other analytical reports covering firms or industries
  67. 67. 67 Check our playlist on KPIs Click here to go to the video
  68. 68. 68 How to do overall research on the firm
  69. 69. 69 I recommend to start Market Research roughly 4 weeks before the start of the project Task 0-4 -3 -2 -1 1 2  Prepare Presentation Template  Send data request to Target Company and the Investor  Gather independently data  Fill in the templates  Discuss the results 3 4 5 6 87
  70. 70. 70 You should start by defining the scope of the project and then use this to define what data you need Presentation template Data request for the firm Market ResearchIssue Tree
  71. 71. 71 Market size estimation and General Data Analyzing competition General remarks and rough estimation Independent data gathering consists of 5 streams we will discuss in 5 separate sections Analyzing trends Consumer / Marketing research
  72. 72. 72 In this one I will concentrate on general remarks and rough estimation. That you should do the very first week. Luckily it does not require much data Market size estimation and General Data Analyzing competition General remarks and rough estimation Analyzing trends Consumer / Marketing research
  73. 73. 73 To do general estimation you will be using 3 main methods Bottom-up approach Top-down approach Backward Reasoning
  74. 74. 74 Let’s have a look at the things that you may use to do market size estimation and General Data Market size estimation and General Data Analyzing competition General remarks and rough estimation Analyzing trends Consumer / Marketing research
  75. 75. 75 In this group you have the following tools World Bank Keyword Planner by Google Ubersuggest Public data by Google Euromonitor Markets for mobile applications Statista Trendy Economy – public data Trading Economics Store Checks and financial reports from competitors Bottom up approach using general data (i.e. population)
  76. 76. 76 In this section we will discuss Analyzing Competition Market size estimation and General Data Analyzing competition General remarks and rough estimation Analyzing trends Consumer / Marketing research
  77. 77. 77 There are number of tools that will help you analyze your competitors Official data especially from publicly quoted firms Financial Data Information on the strategy of competitors Store checks SlideShare and YouTube Facebook Audience Insight SimilarWebMystery shopping
  78. 78. 78 Let’s see what you can use to analyze trends Market size estimation and General Data Analyzing competition General remarks and rough estimation Analyzing trends Consumer / Marketing research
  79. 79. 79 For analyzing trends we can use number of tools / sites Google Trends Consumer Barometer by Google Conversation with experts Statista Market changes on more developed markets Publicly available reports on drivers Industry reports World Bank Public data by Google Trendy Economy Market structure on more advanced markets
  80. 80. 80 In this section we will discuss Analyzing trends Market size estimation and General Data Analyzing competition General remarks and rough estimation Analyzing trends Consumer / Marketing research
  81. 81. 81 For consumer research you can use the following things CAPI CATI CASI Bulletin Board (BB)Exit Surveys Focus GroupsTGI Assisted shopping Blind Tests In-home visits CAWI
  82. 82. 82 For more details and content check my online course where you can find case studies showing analyses along with detailed calculations in Excel Effective Meetings for Management Consultants & Analysts $99 $19 Click here to check my course
  83. 83. 83 Performing interviews
  84. 84. 84 Performing interviews – Introduction
  85. 85. 85 In this section we will discuss how to perform interviews during a consulting project My framework for interviews 5 Whys rule What is an organizational chart & some examples How to take notes during an interview Examples of notes from an interview
  86. 86. 86 Performing interviews – Create a framework
  87. 87. 87 You should create a framework for your interviews. It will help you to discover the problems fast. Below you can find mine Say who you are & what is your role Learn who he / she is Learn what and how they do it What KPIs they look at and why at them? Ask for rough numbers' estimation esp. on KPIs Who is their competition and how do they differ Ask for examples of reports they use Sketch with him / her the organizational chart & number of FTE What he / she thinks can be improved? What are the main challenges? Ask for contact details from him / her Ask who they think you should talk to in the firm Ask them to send you data / reports
  88. 88. 88 5 Whys
  89. 89. 89 In production you will know far less than the your customer’s team so you have to use smart ways to get to the bottom of the things. 5 Why is one of such methods Why we are not selling more? We are not able to produce more Why we are not able to produce more? Because we have reached our production capacities Why we have reached our production capacities? We do not have enough designers. Why we do not have enough designers? We have used up the budget for training? Why we have used up the budget for training? Financial Director cut it last year in order to save money
  90. 90. 90 Organizational Chart – Introduction
  91. 91. 91 Partner Executive Director Director Project Manager BA Senior BA Assistant BA Project Manager BA BA BA Director Project Manager BA BA Project Manager BA BA BA Organizational structure shows you how the firm is organized. Below example for a consulting firm
  92. 92. 92 It is crucial to look at the organizational structure to understand the business for number of reasons You can spot conflicts You can spot inefficiencies Easy to identify bottlenecks Organizational structure defines how you run business You can see what to change to achieve positive domino effect You can see the big picture You can map how the information flows One of the tools to set priorities
  93. 93. 93 In the next lectures I will show you how examples of organizational chart for 2 types of organizations Cosmetics producer (FMCG) Consulting Firm (B2B Services)
  94. 94. 94 Organizational Chart – FMCG Example
  95. 95. 95 Below you can see the organizational structure of cosmetics producer Sales Director 1 CEO Regional Directors Brand A 5 Regional Directors Brand B 5 Sales Force Brand A 30 Sales Force Brand B 30 Marketing Director 1 Brand Manager A 1 Brand Manager B 1 Marketing Specialists A 10 Marketing Specialists B 15 R&D Director 1 R&D Specialists 8 Operations 1 Finance & IT 15 HR 10 Investor Relations 3 Admin 5 Sales Planning 3 Customer Service 20
  96. 96. 96 Below you can see the organizational structure of cosmetics producer Sales 1 CEO Marketing 1 R&D 1 COO 1 Production Director 1 Logistics Director 1 Purchasing Director 1 Production Employees 150 Maintenance Employees 50 Production Planning 7 Warehouse Employees 60 Coordination Center 8 Buyers 15 Purchasing Planning 7
  97. 97. 97 Organizational Chart – example of a consulting firm
  98. 98. 98 Partner Director Project Manager BA A Project Manager A BA BA Director Project Manager BA BA Project Manager A BA BA Consulting companies operate using pretty flat structure….. Market Research Department Visual Department Knowledge Base Department
  99. 99. 99 Partner Director Project Manager Project Manager Director Project Manager Project Manager Some of them even the Business Analyst and Associate keep in a pool without fixed assignment to specific director or PM Market Research Department Visual Department Knowledge Base Department Business Analyst and Associate Pool
  100. 100. 100 Partner Executive Director Director Project Manager BA Senior BA Assistant BA Project Manager BA BA BA Director Project Manager BA BA Project Manager BA BA BA Obviously, bigger company tend to overcomplicate the structure
  101. 101. 101 What is the role of business analyst? Business Analyst Associate Senior Associate (PM) Director Partner Consulting companies McKinsey Business Analyst Senior Business Analyst Associate Senior Associate (PM) Engagement Manager Associate Principal PrincipalDirector
  102. 102. 102 How to take notes during an interview
  103. 103. 103 Below some rules that I follow while taking notes Use a notebook / paper & pen not a computer Put in your notes all sort of numbers the interviewee quotes Use shortcuts & bullet points Check the consistency and integrity of data Transfer notes to the computer Take photos / shoot movies of what you see Draw relations and check them with the interviewee Draw relations and check them with the interviewee
  104. 104. 104 Examples of report you can get as a result of the interview
  105. 105. 105 Regular meetings with stakeholders
  106. 106. 106 Regular meetings – Introduction
  107. 107. 107 In business you have to make a lot of important decisions As a part of the consulting project you will carry out a lot of regular meetings with the customer to show them and discuss your findings. Let’s have a look how to do such meetings.
  108. 108. 108 There are 2 types of regular meeting you will have during consulting projects Interim meetings to report the progress / findings Meetings with the customer’s representatives
  109. 109. 109 In this section we will discuss what to do during regular meetings General framework for regular meetings Interim meetings How to get a buy-in? Meetings with the customer’s representatives How to over-deliver
  110. 110. 110 General framework for regular meetings
  111. 111. 111 Regular meetings with the customer a key to success. Below my general framework for such meetings Send the presentation 2-3 days before the meeting Walk the customer’s representative through the presentation Write down all his remark regarding the presentation / analysis Explain what you can during the meeting Send notes / minutes from the meeting the same day Send additional explanation requested by the customer Send modify version of the presentation with the modifications
  112. 112. 112 Rules for regular meetings
  113. 113. 113 Remember also about some general rules that is good to follow during regular meetings Introduce the presentation template early Use the same template every time 1 message = 1 slide Communicate everything 2x (in person and repeated by email) Do regular meetings with people on different levels 1 slide = 1 Analysis in Excel
  114. 114. 114 Interim Meetings
  115. 115. 115 Let’s have a look how a 7-week project should look when it comes to execution  Project Start Task 1  Additional Data Gathering  Analysis and slides preparation  Presentation of intermediate works 2 3 4 5 6 7  Transfer and teaching  End of the project
  116. 116. 116 There are number of reasons why you want to make frequent meetings with the customer Make sure that you are creating value Create relationship with Manager / Director Educate the customer about your approach Involve the customer and make him co-responsible Make the customer participate in the project Get the customer accustomed to the end- products Get to know his negative remarks on the product Look for new projects
  117. 117. 117 How to get a buy-in?
  118. 118. 118 What is a buy-in? Customer agrees with you He is happy with the project outcome He will support the project publicly He will gladly pay for your service He considers the project value for money He will want to work with you in the future
  119. 119. 119 How to get the buy-in? Make sure that you are creating value Meet with him often to create a relationship Educate him about your approach and the products Involve him and make him co- responsible Show him how he can benefit from it Overdeliver Prepare him to sell it to the whole organization
  120. 120. 120 Meetings with the customer
  121. 121. 121 Let’s have a look how a 7-week project should look when it comes to execution  Project Start Task 1  Additional Data Gathering  Analysis and slides preparation  Presentation of intermediate works 2 3 4 5 6 7  Transfer and teaching  End of the project
  122. 122. 122 There are plenty of reasons why weekly updates with the customer as well as informal meeting are so important You get his feedback early and often You have an opportunity to educate him Understanding difficult things takes time You get exposure for you and the team Increase chances of future projects Helps you define how to overdeliver You become more of a 1 group than opposite sides
  123. 123. 123 How to overdeliver
  124. 124. 124 By overdelivering we mean doing more than expected and faster Define the expectations Doing more Doing Faster
  125. 125. 125 For more details and content check my online course where you can find case studies showing analyses along with detailed calculations in Excel Effective Meetings for Management Consultants & Analysts $99 $19 Click here to check my course
  126. 126. 126 Presentation delivery
  127. 127. 127 Presentation delivery – Introduction
  128. 128. 128 Delivering the presentation is key to show the customers that you have created value and that you were worth the money they have paid for you. We will discuss this in this section.
  129. 129. 129 In this section we will discuss some issues that are extremely important during the presentation delivery How to win over the audience? How to be clear during presentation How to minimize the risk of attacks? How to deflect attacks?
  130. 130. 130 How to win over the audience?
  131. 131. 131 There are a number of ways to win the audience over Show the money / value fast Give credit to customer’s team Send the presentation ahead of the meeting Create an Executive Summary Talk the presentation over with people before the meeting Bring cookies to the meeting Don’t do the meeting around lunch Don’t be stupidly stubborn Prepare backups slides and Excels
  132. 132. 132 How to be clear during presentation
  133. 133. 133 You should try to be as clear as possible during the presentation. Below some tips on how to achieve it Imagine that you are talking to a 5-year old kid Don’t use consulting bullshit jargon Use terms / definition used by the customer Make simple slides Use trackers to show where you are Discern between useful and interesting Crack a joke from time to time Don’t overburden them with messages Follow 1 message = 1 slide rule
  134. 134. 134 How to minimize the risk of attacks?
  135. 135. 135 You don’t want to have people attacking you during your presentation. Below some tips on how to minimize the risk of this happening to you Talk the presentation over before the meeting Use the critical chain method to the project delivery Have often regular meetings with the customer Make yourself likable Have your team present during the presentation Make the Customer’s director deliver some slides Stress that what you show is not yet the final version Reframe attacks as feedback Remain calm no matter what Send them a lot of detailed materials
  136. 136. 136 How to deflect attacks?
  137. 137. 137 At any given presentation you may expect some hostility. Below some tips on how to deflect attacks if they happen Identify what you disagree on Don’t be stupidly stubborn Admit if you are wrong Use backup slides and Excels to clarify issues Go back to them with a data-driven detailed answer to the questions Have your team present during the presentation Don’t get stuck on some parts Take some hostile attacks to the extreme to show that they are not valid ones If there are doubts write down the question and promise to go back to them
  138. 138. 138 For more details and content check my online course where you can find case studies showing analyses along with detailed calculations in Excel Effective Meetings for Management Consultants & Analysts $99 $19 Click here to check my course
  139. 139. 139 Implementation meetings
  140. 140. 140 Implementation meetings – Introduction
  141. 141. 141 During certain projects you will be also doing a lot of implementation meetings during which you will be working along with the customer’s team to deliver certain projects
  142. 142. 142 Implementation meeting will differ greatly from the typical consulting meetings. During implementation you want to transform recommendations into tangible results
  143. 143. 143 Therefore, also implementation meeting differ drastically They are usually more informal You meet with people from lower level in the chain of command / hierarchy The aim is not to produce slides but achieve a specific goal The team will consist mainly of people on customer side Quite often you have to provide the analytical support Implementation meetings tend to be shorter They have to be done regularly – at least 1 a week – same day and hour You will have to support the team with describing and presenting results You have to do the project management
  144. 144. 144 In this section we will discuss the implementation meetings. As a part of it we will go a bit deeper in the following topics Kick-off meetings General framework for implementation meetings How to create a to-do list Example of to-do list for implementation project
  145. 145. 145 Kick-off meetings
  146. 146. 146 Kick-off meeting is the first implementation meetings. Below what you have to do before the meeting and during it Agree how you will manage the project with the sponsor Agree on resources with the sponsor of the project Set the general goal and deadline for the project Select the team and agree with their superiors Agree with the team how you will work Set regular hour and day of the meeting Explain to them the to-do list and the tool for this Create the to-do list Organize the kick-off meeting Send the to-do list Done before Done during
  147. 147. 147 General rules for implementation meetings
  148. 148. 148 For the regular implementation meetings I recommend the following framework Show the to-do list on the screen Go through each point and ask for an update from the team Update the to-do list during the meeting Add new points to the to-do list if needed Make a decision if needed Make sure that all to-dos are assigned, have deadline and status update Send the updated to-do list after the meeting
  149. 149. 149 Create to-do lists
  150. 150. 150 To do list will help you to arrange you work into smaller actionable pieces
  151. 151. 151 There are few rules that will help you write down the to-do list and make the best out of them Put everything on a list Use multiple lists Specific actionable things Divided jobs into small tasks Set pace Use calendar as one of the lists Go through lists regularly Use tools to track tasks execution Put project as to-do list
  152. 152. 152 You can use different type of list of to-dos Next Actions Lists by status – by Getting Things Done Projects Waiting for Someday Maybe Home Lists by place – by Getting Things Done Work On-line Calendar Phone To be done Lists by status Currently Doing Done Topic Research Lists by production stages – example of Udemy course Presentation Script Recording Post-production Upload
  153. 153. 153 I use 4 types of lists To be done Managing me Expecting from others Recurring items Managing personal team Master list Monika Lidia Michael Lisa Project done for customers Project A Project B Project C Project D Supervising startups Startup A Startup B Startup C Startup D
  154. 154. 154 Check the video for more details Click here to go to the video
  155. 155. 155 Internal meetings
  156. 156. 156 Internal meetings – Introduction
  157. 157. 157 In business you have to make a lot of important decisions If you want to deliver the project on time and deliver value for the customer at the same time you have to have internal meetings during which you check the status
  158. 158. 158 In this section we will discuss internal meetings that you organized within your consulting team General rules for internal meetings KPIs that will help you manage the project Kanban for managing a project Production process of the presentation Tools that your team may need
  159. 159. 159 General rules for internal meetings
  160. 160. 160 Below some general rules for internal meetings Only your consulting team is present. No bullshit meeting Some are group meetings whereas some are 1-to-1 Should be done by the project manager or his deputy The goal is to check where we are with the current project 1-to-1 tend to be longer Do the group meeting at least 1 a day Use the presentation template or the Kanban to check how are you doing Check the KPIs The group meeting is relatively short Check the Excels & data integrity during 1-to-1
  161. 161. 161 KPIs that will help you manage the project
  162. 162. 162 It’s good to define some KPIs that will help you track progress. Below my proposals  # of slides / analyses produced so far  # of days so far = # of slides / analyses produced per day # of slides / analyses still not produced Time needed to finish outstanding slides / analyses  Total number of slides / analyses to be produced =  Total number of slides / analyses already produced -  # of slides / analyses still not produced  # of slides / analyses produced per day =
  163. 163. 163 It’s good to define some KPIs that will help you track progress. Below my proposals % of Finished Work % of work that is in progress Completion ratio  Total number of slides / analyses already produced  Total number of slides / analyses to be produced =  Total number of slides that are currently being produced  Total number of slides / analyses to be produced =  % of Finished Work  % of Time that elapsed =
  164. 164. 164 Kanban for managing a project
  165. 165. 165 There are 2 main ways to control the progress of the project. You can use for this purpose the presentation template or a Kanban showing the status of all activities / analysis that are supposed to be delivered as a part of the project Presentation template in power point Project kanban
  166. 166. 166 Below an example of Kanban used to manage the progress of the project To be done Work in progress Help / Data needed Done Task 1 Task 2 Task 10 Task 20 Task 22 Task 5 Task 7 Task 9 Task 15 Task 17 Task 23 Task 8 Task 21 Task 18 Task 19 Task 25 Task 41 Task 11 Task 3 Task 4 Task 6 Task 12 Task 33 Task 34 Task 35
  167. 167. 167 If there are more areas, you can make them visible by using colors. Every color is a different area To be done Work in progress Help / Data needed Done Task 1 Task 2 Task 10 Task 20 Task 22 Task 5 Task 7 Task 9 Task 15 Task 17 Task 23 Task 8 Task 21 Task 18 Task 19 Task 25 Task 41 Task 11 Task 3 Task 4 Task 6 Task 12 Task 33 Task 34 Task 35
  168. 168. 168 Or dividing the Kanban into separate sub-kanbans. Every sub-Kanban is devoted to specific area To be done Work in progress Help / Data needed Done Task 1 Task 2 Task 10 Task 20 Task 22 Task 5 Task 7 Task 9 Task 15 Task 17 Task 23 Task 8 Task 21 Task 18 Task 19 Task 25 Task 41 Task 11 Task 3 Task 4 Task 6 Task 12 Task 33 Task 34 Task 35 Sales Operations HR
  169. 169. 169 We can also combine both ways to make it clear what is happening in each and every stream To be done Work in progress Help / Data needed Done Task 1 Task 2 Task 10 Task 20 Task 22 Task 5 Task 7 Task 9 Task 15 Task 17 Task 23 Task 8 Task 21 Task 18 Task 19 Task 25 Task 41 Task 11 Task 3 Task 4 Task 6 Task 12 Task 33 Task 34 Task 35 Sales Operations HR
  170. 170. 170 Production process of the presentation
  171. 171. 171 As you may remember from previous lectures you want to transform the data you have gathered into a presentation Templates and data Presentation in Power Point and models in Excel
  172. 172. 172 For this to happen you have to follow some rules 1 person is in charge of the whole master presentation Different people can have assigned different parts Every day you have to combine parts into 1 master Every slide has to have a Excel to back it up Don’t throw slides – shift them to backup Keep track of versions Everybody does his own slides At the end you can send the presentation to graphics department
  173. 173. 173 In practice the person that keeps the master has to assigned specific slides (sections) to specific person
  174. 174. 174 If you are in charge of the master file you assign specific parts of the presentation to specific consultants
  175. 175. 175 At the end of every day they should send you updated version of their part and you should put it in the master
  176. 176. 176 Use the right tools and master them
  177. 177. 177 You have to find tools for the most often done activities Define what you do most often Find tools Master the tools you are using Constantly improve and test new ones  Analyze  Excel  Learn advanced formulas , formats and VBA, shortcuts  Test Access, SPSS, R for specific purposes  Present  Power Point  Learn animation, using of templates, shortcuts  Test Prezio, Powtoon, Explain everything for this purpose  Collect knowledge  Database on Google Sheet with links  Use advanced function and templates, use zapier for partial automation  Test Get Pocket, Evernote  Manage projects and teams  Database on Google Sheet  Learn advanced features of Google Sheet that will enable you managing the project or team  Test Asana, Leankit, Smartsheet, Trelllo, Nobe  Sell  Direct sales and content marketing on events  Increases your network (LinkedIn) and start propagating content marketing on different platforms (Guest blogging, reports distributed to customers, Slideshare)  Use Linkedin Premium, Buffer, start microblogging on Twitter, Google+  Get cloes.io for cold calling and delegate it partially to other team members
  178. 178. 178 The same goes for any department. Below an example of engineers Define what you do most often Find tools Master the tools you are using Constantly improve and test new ones  Prepare projects for clients  AutoCad  Create libraries  Store previous projects  Buy add-on Autocad that changes the drawing methods  Time in hours needed for 1 project  16 hours  10 hours  2 hours
  179. 179. 179 List of the most important tools for consultant Analyze Present Sales & Marketing Knowledge Management Market research Team management
  180. 180. 180 For more details and content check my online course where you can find case studies showing analyses along with detailed calculations in Excel Effective Meetings for Management Consultants & Analysts $99 $19 Click here to check my course
  181. 181. 181 Badass Consultants Blog Subscribe to our channels:
  182. 182. 182 Project Management for Management Consultants Practical Guide presentation Check also my other presentations
  183. 183. 183 Personal Finance using Management Consulting Hacks Practical Guide presentation Check also my other presentations
  184. 184. 184 Decision Making for Managers with Excel Practical Guide presentation Check also my other presentations
  185. 185. 185 How to solve problems like Management Consultants Practical Guide presentation Check also my other presentations
  186. 186. 186 KPIs for Management Consultants & Business Analysts Practical Guide presentation Check also my other presentations

×