deep consultin

1. deep consulting model
SCENARIO
S
POSSIBLE SOLUTIONS
TALK
C DESIGN CAPACITY • Focus
H BUILDING • People
E
C
K
NEW • Coaching
CREATED BUILDING • Cases
SCENARIO CAPACITY • Games
• Plenaries
S

2. dc – Stage 1 - TALK
• An open conversation between
the client and the consultant.
• It can be complemented by
TALK videos, audios or written
materials that can illustrate the
situation from the client’s point
of view.
• It requires respect, attention and
concentration from the
conultant’s side, and it is better if
the client is open and fully
honest, showing all possible
dimensions.

3. dc – Stage 2 – POSSIBLE SOLUTIONS
• Beyond the conversation, client
and consultant formulate
POSSIBLE possible solutions.
SOLUTIONS • At this stage the solutions both
devise are MANY in quantity,
and are not restricted by
anything.
• It requires imagination,
creativity and thinking “out of
the box” by the client, with the
help of the consultant.

4. dc – Stage 3 – SCENARIOS
• The consultant with the client’s help
links the possible solutions to the
various resources available or
potentially available. By doing this, he
can create a series of possible scenarios.
SCENARIO • Any scenario has different elements:
market, people, technology, etc. People
S is the main focus of deep consulting.
• Along with the client, some scenarios
are chosen either because they are
more probable or more challenging.
Time can be also a criteria since some
scenarios can take years to come into
reality.
• It requires logic and intuition to build
scenarios, and discernment to select the
ones to be worked with.

5. dc – Stage 4 – Building capacity
• At this stage client and consultant focus on one
or two scenarios. From those, a plan is designed
to build capacity in the organization.
• The main element is people who are involved in
the process. It is possible that the client will need
other types of help, for instance, adapting the
present technology, so it is advisable that the
client gets as much help as needed.
• Budget and people’s availability have to be taken
in account.
BUILDING CAPACITY

6. dc – Stage 5 – Building capacity
• Building capacity in people is an art and a
technique at the same time.
• To implement the plan defined in the previous
stage, the consultant has to use a series of
tools and check constantly with the client.
• It is important that this stage is not merely a
training, but helping people to build their
share of the future scenario.
BUILDING CAPACITY

7. dc – Stage 6 – NEW SCENARIOS
• The reason for so many hours
building capacity is a change in the
company.
NEW
CREATED • That change is represented by
SCENARIO reaching the point foreseen in the
S scenarios.
• This is the time for client and
consultant check the reality of the
scenarios going back to
conversation.

8. And the cycle turns again…
SCENARIO
S
POSSIBLE SOLUTIONS
TALK
C DESIGN CAPACITY • Focus
H BUILDING • People
E
C
K
NEW • Coaching
CREATED BUILDING • Cases
SCENARIO CAPACITY • Games
• Plenaries
S

9. Main benefits of this model
• deep consulting allows a closer interaction between
client and consultant than most of consulting
procedures.
• One of the biggest challenges in a human focused
consulting is how to measure it. In this model,
success is easily measured by reaching a new
scenario.
• The basic principle behind is to help EFFECTIVELY in
solving the issue in hand, not only delivering a nice
speech or a written solution.

10. Contact
• Any questions? Or just want to talk?
– MARCELO BULK GIMENEZ
– marcelobulk@gmail.com
– (Colombia) (57) 310 563 2806
– Skype: marcelobulk
– In Facebook, Twitter and LinkedIn
– http://lookingformorethanjob.blogspot.com/
– (Spanish) http://autolider.blogspot.com/