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Consultancy skills


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Consultancy skills
Marketing Consultancy
PR Operations
Sales training
Advertising / Corporate Films
Market research
Competitive analysis
Brand launches
Brand relaunches
Extensions of product life cycle
Design of logos, pamphlet, booklet, brochure, and websites.
All kind of promotional activities.
IPO Marketing
Advertising and corporate films

Published in: Marketing
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Consultancy skills

  1. 1. Consultancy Skills Parveen Kumar Chadha Saxbee Consultants
  2. 2. Our aim To learn about consultancy in an organisational context. What consultancy involves, the key competencies and abilities, and the tools and techniques helpful to a consultant.
  3. 3. About us • Your role • Your consultancy experience • What you’re hoping to learn from today
  4. 4. 1. What we mean by consultancy
  5. 5. What we mean by consultancy The MCA defines management consulting as: “The creation of value for organisations, through improved performance, achieved by providing objective advice and implementing business solutions.” “Consulting involves individuals, whether self-employed or employed, individually or collectively using their knowledge, experience and analytical and/or problem-solving skills to add value into a wide variety of organisations, and therefore to the UK economy as a whole, within a framework of appropriate and relevant professional standards, disciplines and ethics.” (IC)
  6. 6. What we mean by consultancy “…to try to take ownership of an organisation’s problems and use research and logic to develop possible options for a way forward.” Matt Baumann “giving solutions to the problems that companies have.” Jane Ridley
  7. 7. Consulting is about helping an organisation get from A to B… … perhaps without knowing at the outset where A is, where B is, the appetite for the journey or your role in it.
  8. 8. Consultants = change What Feasibility - exploration Change implementation Review/evaluation Why Additional capacity, third party objectivity, process skills, access to specific information, ‘bad guy’
  9. 9. Eras of consultancy • Scientific management • Strategy boutiques • Technology enabled change
  10. 10. Management Consulting Labour government - £2m pa spend Previous conservative government - £0.5m pa European market (2010) – 25m euros
  11. 11. identified six key client trends: 1. Context – the globalisation of clients will be a crucial source of growth, but at the same time, it will reshape the industry. 2. Purchase – increasing use of multinational purchasing models will impact the historic influence of relationships. 3. Resources – clients are choosing to staff more projects internally which, before they might have hired external consultants to do. 4. Delivery – instead of competition primarily being between familiar enemies, it’s now between firms and freelancers. 5. Outcome – the majority of firms now sit in the middle between advice and implementation. A new basis of differentiation is needed: outcomes. 6. Margin – fee rates among multinational companies have dropped by 10-15 per cent.
  12. 12. Key Stages in Consulting 1. Opportunity development 2. Agreeing Terms of Reference 3. Information gathering 4. Interpretation and insight development 5. Sign-off 6. Aftercare
  13. 13. Cost Spec/quality Time ‘What are the deliverables?’
  14. 14. Intervention styles • ‘Expert consultant’ • ‘Process consultant’
  15. 15. Hands on – hands off 7. Help them think through their own ideas 6. Add options to their ideas 5. Advise them what to do 4. Tell them what to do 3. Show them how to do it 2. Do it with them 1. Do it for them
  16. 16. Competence framework © Institute of Consulting 1.0 Client Focus 2.0 Building and Sustaining Relationships 3.0 Applying Expertise and Knowledge 4.0 Achieving Sustainable Results 5.0 Market Capability and Knowledge
  17. 17. 2. Perspectives helpful to consultants
  18. 18. The organisational context Internal Micro environment Macro environment
  19. 19. In one application, sensemaking is approached as the ability or attempt to make sense of an ambiguous situation. More exactly, sensemaking is the process of creating situational awareness and understanding in situations of high complexity or uncertainty in order to make decisions. It is "a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively“ (Klein, as referenced in Wikipedia)
  20. 20. • Vision – ambition, aspiration • Mission – purpose, raison d'être • Values – strategic drivers, codes
  21. 21. ‘Hilltops’
  22. 22. ‘certainty’ ‘agreement’ high low high low
  23. 23. ‘certainty’ ‘agreement’ high low high low Zone of Ordinary Management: - may be adequate under relatively unambiguous conditions Zone of Extra-Ordinary Management: Under relatively ambiguous conditions - higher levels of awareness and interpersonal skill become critical ‘edge of chaos’
  24. 24. Cultural web “Culture eats strategy for breakfast” Peter Drucker
  25. 25. Kubler-Ross model
  26. 26. 3. Analytical frameworks and tools
  27. 27. Process guidance Start with the client – deliverables, process, perspective Pull together secondary data asap Primary data follows Facilitate external perspective/bring something new Share understanding during process Keep eyes on ‘triangle’… and keep in touch
  28. 28. Process guidance (2) Make your client look good Expect to over deliver Invoice promptly Seek formal feedback quickly Note, but take a light touch with, follow-up opportunities
  29. 29. McKinsey 7S Helpful when looking at organisational alignment
  30. 30. SWOT analysis Strengths Weaknesses Opportunities Threats Helpful to summarise a situation analysis
  31. 31. Change models How to Change - Stages Unfreezing Refreezing Changing
  32. 32. Gerry Egan’s ‘Model B’ How to Change - Stages Actions leading to positive outcomes 1. Present 2. Preferred 3. Getting there ‘Blind Spots’ ‘Story’ ‘Leverage’ Agenda Commitment Possibilities Best fit Plan Strategies
  33. 33. Stakeholder mapping (Mitchell, Agle and Wood 1994) Low interest High power Low power High interest Helpful when shaping perception research and change
  34. 34. 0 2 4 6 8 10 Price H ard disc D olby 5.1 D VD C onnectivity Processorspeed PS3 X-Box 360 Helpful when looking at business models and positioning Strategy canvas
  35. 35. Re-shaping the value curve results from the consideration of four actions ‘Raise’ means increasing the strength of a existing factor ‘Reduce’ means reducing the prominence of an existing factor (cost saving) ‘Create’ means introducing a new factor to your recipe. ‘Eliminate’ means making a factor in your current recipe redundant (cost saving) Four Actions framework
  36. 36. 0 2 4 6 8 10 Price Hard disc Dolby 5.1 DVD Connectivity Processorspeed M otion controlableLarge public PS3 X-Box 360 Wii Nintendo’s ‘blue ocean’ response Strategy canvas
  37. 37. Perceivedintegrity Sharecapital Investordiversity Productrange (investors) Relativecostbase Financial'safety' Political'activity FTfocus Focuson disadvantage Productrange (customers) Regionalpresence Capacity building/facilitation 2007 Gp1-2012 Gp2-2012 Gap analysis (using strategy canvas)
  38. 38. C.K Prahalad and Gary Hamel’s view is that strategy should focus on an organisation recognising ‘what it is fundamentally good at’, and building from this. They provide access to a wide variety of markets, contribute significantly to end product benefits and are difficult for competitors to imitate. Core competence Helpful when looking at internal ability
  39. 39. Value Chain Helpful when looking at internal capability, development and out-sourcing possibilities
  40. 40. POLITICAL ECONOMIC SOCIAL TECHNOLOGY REGULATORY/ LEGAL ENVIRONMENT PESTEL macro environmental forces Helpful as a basis for organisational design (fit for environment), horizon scanning, scenario planning,
  41. 41. • Rivalry amongst those in the industry • Bargaining power of suppliers • Bargaining power of buyers • Threat of new entrants • Threat of substitute products or services • Bargaining power of buyers Porter’s Five Forces Helpful when looking at competitive positioning, segmentation approaches, customer needs and perception
  42. 42. Decision making - options Suitability – does it achieve what we want? Feasibility – have we the resources/ capability? Acceptability – can we live with the consequences of this action?
  43. 43. Creativity approaches 1. Have a process 2. Start with divergent thinking 3. Finish with convergent thinking Helpful for fresh perspectives and buy-in
  44. 44. Metrics What get measured gets done… …what gets rewarded gets done better. Perverse outcomes… can we live with the consequence of our choice of CSF/KPI/objective
  45. 45. Balanced Scorecard (MI) Strategy Perspective Goals Measures Financial Shareholder satisfaction ROC, EVA, Cash, Sales growth, Cost reduction Customer Customer satisfaction Retention Development Acquisition Internal High quality people & processes Cycle time, Quality, Cash conversion, Service levels Future Learning & growth NPD, Employee development, Adaptability Helpful when assessing performance, agreeing targets, MBO
  46. 46. Risk analysis Likelihood High Med Low Low Med Impact High Helpful when evaluating change options and strategies
  47. 47. Force field analysis Promoting forces Restricting forces Helpful when planning pragmatic change
  48. 48. Ansoff matrix Existing products New products Existing markets New markets Penetration Product development Market development Diversification Helpful as a basis to discuss strategic options
  49. 49. Directional Policy Matrix High Medium Low Strong Medium Weak Industry attractiveness Business competitive position Helpful when analysing portfolios and developing strategy
  50. 50. 4. Our personal contribution
  51. 51. TGROW - discussion road map In a meeting/discussion – what phrases might one use around each of these five stages? • Topic • Goals • Reality • Opportunities • Wrap-up
  52. 52. Dominant (assertive) Unassuming Expansive Contained (emotionally controlled) Recognition (Expressive) Affiliation (Amiable) Security (Analyser) Achievement (Driver)
  53. 53. How each style makes decisions PROMOTING • Boldly • Prefers new alternatives • Involves others • Quickly FACILITATING • Facilitating • Reluctantly • Idealistically in terms of people • Prefers to be part of a group decision • Involves others • Concerned about decision’s effect on other people CONTROLLING • Realistically • Willing to take calculated risk • Independently • Prefers effective alternatives ANALYTICAL • Reluctantly • Logically • Slowly • Likes to study alternative possibilities in detail • Carefully
  54. 54. In bid meetings… Do your homework – think of the questions you might be asked Work in your elevator pitch Don’t make statements you can’t back up Ask questions back – seek to clarify Be honest – if you don’t know something, admit it Take responsibility – show how you will add value Agree follow up actions – and do yours
  55. 55. The ‘elevator pitch’ The ‘elevator pitch’ is a short summary which quickly and simply explains a product/organisation and, importantly, its value proposition.
  56. 56. Your elevator pitch • Addresses a problem • Outlines your solution/value proposition (what you do to help others). • Brief • Easy to understand • Emotional hooks • Say what you want
  57. 57. “A relationship with the customer” “A promise” “essence – identity – experience” Brand
  58. 58. 58 Repetition builds reputation
  59. 59. Competitive Advantage Promotions Pricing Distribution Channels Product quality Customer Service Brand ValuesCopyright Registered Design/logo Patents People, team, knowledge Positioning Time taken to copy D i f f i c u l t y Strategic Tactical
  60. 60. Branding and the entrepreneur • Brand often linked with entrepreneur • Brands are built – you don’t start with a strong brand • Brand development is a consequence of doing business • Does the brand have ‘stretch’? • Can you protect your brand?
  61. 61. 10 entrepreneurial branding tips 1. The design of your logo really doesn’t matter. 1. Have a professional website.  2. Blogs are good.  3. Blogs are good, but they’re just one tool.  4. Prepare a one page corporate overview.  5. Participate in local business events.  6. Do what you say you’re going to do. 7. Stand for something.  8. Realize that you’re not in total control of your brand. 9. Branding is as much about your people as anything else. 
  62. 62. Entrepreneurial Marketing • Opportunistic – make the most of an  opportunity • Customer focussed • Proactive • Innovation focussed • Resource leveraging
  63. 63. Executive Presence Model Professional image Social skills Inspirational presenter Future orientation Corporate view Clarity Stories Politically aware Courage Self belief State management Passion
  64. 64. Questioning – 8 views 1. Questioning for whose benefit?  2. Open-ended to explore… 3. …closed to verify 4. ‘Why’ – raises level of (but intrusive) 5. ‘How’ – homes in on practicalities/detail 6. ‘Have you considered…’ – quegestions 7. Prefixing reduces the threat of questions 8. Checking understanding - powerful
  65. 65. Listening (after Nancy Kline) • Pay beautiful attention to the client, don’t even think  about interrupting, make sounds only occasionally to  indicate understanding or encouragement, keep  your eyes on your client’s eyes, don’t ask picky  questions, smile occasionally, look interested, be  interested and be at ease… …and don’t even think about interrupting. • Clients are capable of sorting out 70% of  their own problems 
  66. 66. 5. Plus…
  67. 67. Zones of debate Zone of ‘comfortable’ debate Zone of ‘uncomfortable’ debate Intuitive core
  68. 68. …is the creation of a unique and  valuable position, involving a different  set of activities (few needs of many  customers or broad needs of a few) …requires you to make trade-offs in  competing – to choose what not to do. …involves creating ‘fit’ among a  company’s activities. What is Strategy
  69. 69. Strategy …. is derived from the military, and studies of generalship …. a pattern or plan that integrates an organisation’s major goals, policies and action sequences into a cohesive whole  James B Quinn .... is to do with the matching of the activities of the organisation to the environment in which it operates Gerry Johnson & Kevan Scholes
  70. 70. Complexity Theory Draws on Chaos Theory (small changes) Complex Adaptive Systems (no boundary or architect) Dissipative Structures (need energy to maintain) What ‘Complicated’ – where the answer isn’t obvious Challenges How organisations assimilate information How this fits with consultancy project objectives
  71. 71. 30%, 60%, 10%
  72. 72. Personal change process • Denial • Anger • Bargaining • Depression • Acceptance
  73. 73. Strategy formation? Analysis Understanding  what’s going on Creativity Doing something distinctive about it Learning Adapting to  changing conditions
  74. 74. DP Matrix factors Business Unit Strength Industry Attractiveness Market share Market growth rate Brand strength Market size Production capacity Industry profitability Profit margins/income  Industry rivalry Growth in market share Marco-env (PESTEL) Distribution channel access
  75. 75. 1. Systems perspective – mental model of the  complete system for value creation (and  implications) 2. Intent focused – to be more determined and  less distractible 3. Thinking in time – past/present/future in mind  at the same time 4. Hypothesis driven – creative and critical  thinking 5. Intelligent opportunism – being responsive to  good opportunities (changing environment) Strategic thinking
  76. 76. Best books How to Change - Stages • Peter Block – Flawless Consulting • Peter Block - (field book for the above) • Edgar Schein – Process Consultation Revisited • Mike Cope – 7Cs of Consulting Plus, tons of stuff on the web, ‘Business Balls’ etc
  77. 77. Contact us Parveen Kumar Chadha… THINK TANK (Founder and C.E.O of Saxbee Consultants) Email Mobile No. +91-9818308353 Address:-First Floor G-20(A), Kirti Nagar, New Delhi India  Postal Code-110015  Should you have Good qualification, experience, expertise,  contacts join the community of saxbee consultants