This document discusses how to ensure consulting spend is aligned with company strategy. It identifies common mistakes like overusing, underusing or using consulting on the wrong projects. It recommends reviewing past 12 months of consulting projects to determine which directly supported strategy. Strategic projects directly advance long-term vision or enable other strategic work. Non-strategic projects should be evaluated for necessity. The document also suggests defining a consulting strategy by mapping activities to clusters and priorities to ensure sequencing is optimal and resources are reinforcing strategic goals.
The Learn Phase: Recasting the Agile ManifestoTraction
In this episode of The Learn Phase, Goyo asks how can a creative agency that focuses on creating marketing and advertising in a digital world take advantage of the 12 principles of the Agile Manifesto.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
Coping with disruptive change with Steve Beaumont held in the Holiday Inn Notts Derby on 18th February 2016.
The only constant is Change. Change is happening in every market, faster and more disruptively than ever before. A business must have the flexibility and agility to adapt to changing business conditions. As the pace of change accelerates the organisations are not adapting quickly.The volume, complexity, and urgency of change is increasing Programmes are not responding appropriately
VisionLed is a boutique digital transformation practice focusing upon people and resource challenges. We design our services to align with your vision and measure success through benefits realised, not assignments completed.
Kepner and Fourie Complex problem solving introChristine Aykac
Introduction of tested and proven Kepner and Fourie (KandF) problem-solving approach. KandF method proves the importance of engaging right resources with the right questions to identify the root cause of a problem, find a solution, and reach a consensus to resolve complex problems and rescue your project.
The Learn Phase: Recasting the Agile ManifestoTraction
In this episode of The Learn Phase, Goyo asks how can a creative agency that focuses on creating marketing and advertising in a digital world take advantage of the 12 principles of the Agile Manifesto.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
In a world with ever-increasing regulatory and external scrutiny, the criticality of project risk and governance is growing simultaneously. It is important to identify risks and communicate these risks to the sponsors, but is this enough? Project sponsors and executives must now be selected based on not only those who are directly impacted by the project, but those with broader responsibilities as well.
Coping with disruptive change with Steve Beaumont held in the Holiday Inn Notts Derby on 18th February 2016.
The only constant is Change. Change is happening in every market, faster and more disruptively than ever before. A business must have the flexibility and agility to adapt to changing business conditions. As the pace of change accelerates the organisations are not adapting quickly.The volume, complexity, and urgency of change is increasing Programmes are not responding appropriately
VisionLed is a boutique digital transformation practice focusing upon people and resource challenges. We design our services to align with your vision and measure success through benefits realised, not assignments completed.
Kepner and Fourie Complex problem solving introChristine Aykac
Introduction of tested and proven Kepner and Fourie (KandF) problem-solving approach. KandF method proves the importance of engaging right resources with the right questions to identify the root cause of a problem, find a solution, and reach a consensus to resolve complex problems and rescue your project.
Unfinished Symphony Of Business Analysis And Project ManagementJoe Newbert
Presentation abstract
From humble beginnings, the roles of the business analyst and project manager have risen remarkably to cement themselves as indispensable players within organisations.
But having risen through the ranks of the knowledge age with a focus on fine-tuning, the conceptual age is shifting the competencies required and is now calling for people to diversely, layer-up with creativity.
This presentation takes an intimate look at the journey of business change over the last few decades, and considers what it now takes towards “Getting it right, the first time?” in the 4th industrial revolution.
What you’ll learn:
Past narratives that have shaped today
Definitions and considerations of success
New business context for project delivery
Future role collaboration and relationship dynamics
Whether you’re an external or internal, business or IT, consulting professional, this talk will unpack the future challenges for project delivery and spell-out the transformation required to achieve business success.
Leaders Lab look into some key consultancy styles, establishing the framework for effective consultancy; building trust, communicating, listening and advising.
Mitchell G. Behm: Identifying Project Goals for Successful Plan ExecutionMitchell G. Behm
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Finding answers to these questions in an imperative for organisations that wish to survive and thrive in the 4th Industrial Revolution — an era that’s bringing a dramatic increase in customer expectations, business risks and project pressures.
This presentation suggests the lenses for project success, works through a good-practice framework and considers valuable techniques to engage, communicate and collaborate around a shared understanding with the stakeholder community.
You’ll learn:
Challenges for business analysis, project delivery and change management
Activities for performing practical stakeholder analysis and management
Tactics for building relationships that satisfy your stakeholder, organization and self
Whether you’re a business analyst, project manager or a hybrid of the two, this talk will unpack what’s needed to create better stakeholder engagement experiences and attain the information needed to ultimately meet the needs of the business.
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As many companies struggle with controlling costs and
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Information Governance (IG) is truly a strategic initiative of any organization. However, many organizations either fail to recognize the value of a sound IG strategy, or fail to make the connection to organizational strategy. This session will review the top ten reasons why IG strategy implementation efforts can fail, and then discuss how do we start to change the paradigm toward a Winning Strategy.
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This presentation was originally made at the 2016 Association of American University Presses Annual Meeting, 17 June 2016. It discusses both why and how to effectively hire consultants. The slides were developed by my colleague Pam Harley who originally was scheduled to give this talk.
Unfinished Symphony Of Business Analysis And Project ManagementJoe Newbert
Presentation abstract
From humble beginnings, the roles of the business analyst and project manager have risen remarkably to cement themselves as indispensable players within organisations.
But having risen through the ranks of the knowledge age with a focus on fine-tuning, the conceptual age is shifting the competencies required and is now calling for people to diversely, layer-up with creativity.
This presentation takes an intimate look at the journey of business change over the last few decades, and considers what it now takes towards “Getting it right, the first time?” in the 4th industrial revolution.
What you’ll learn:
Past narratives that have shaped today
Definitions and considerations of success
New business context for project delivery
Future role collaboration and relationship dynamics
Whether you’re an external or internal, business or IT, consulting professional, this talk will unpack the future challenges for project delivery and spell-out the transformation required to achieve business success.
Leaders Lab look into some key consultancy styles, establishing the framework for effective consultancy; building trust, communicating, listening and advising.
Mitchell G. Behm: Identifying Project Goals for Successful Plan ExecutionMitchell G. Behm
Mitchell Glenn Behm, the founder and CEO of Behm Consulting Services, is a dedicated professional who is passionate about developing strong bonds in the workplace built on trust and mutual respect
Beyond Stakeholder Analysis And ManagementJoe Newbert
Why has project failure become the industry standard? How can projects deliver business value? What stands in the way of meeting stakeholder needs?
Finding answers to these questions in an imperative for organisations that wish to survive and thrive in the 4th Industrial Revolution — an era that’s bringing a dramatic increase in customer expectations, business risks and project pressures.
This presentation suggests the lenses for project success, works through a good-practice framework and considers valuable techniques to engage, communicate and collaborate around a shared understanding with the stakeholder community.
You’ll learn:
Challenges for business analysis, project delivery and change management
Activities for performing practical stakeholder analysis and management
Tactics for building relationships that satisfy your stakeholder, organization and self
Whether you’re a business analyst, project manager or a hybrid of the two, this talk will unpack what’s needed to create better stakeholder engagement experiences and attain the information needed to ultimately meet the needs of the business.
A simple deck outlining the Lean Value Tree: A Product Strategy Map. shows alignment to a company mission, separating the Strategic Map from the Tactical Idea alignment and validation.
GSC - Project Management for Startups and Small BusinessesKevin Murphy
Introducing project management to your startup or small business doesn’t have to mean a full-time hire or creating stacks of paperwork. You can take some small, simple steps on your own that will increase your productivity and on-time, on-budget delivery. We hope this brief overview presentation helps to get you started!
The new mode of writing business cases focuses on the benefits of the idea rather than the cost. It should also be about speed and capture of data rather than tomes of content. Find out how to create a better business case.
Improving Performance through Business Process Reengineering White PaperDATAMARK
As many companies struggle with controlling costs and
improving organizational structure, executives often pursue Business Process Reengineering or BPR to manage people, process and technology within a holistic and departmental-compliant effort to better ensure alignment throughout the organization and deliver the expected results. Done well, customer service and satisfaction should flourish in kind.
Information Governance (IG) is truly a strategic initiative of any organization. However, many organizations either fail to recognize the value of a sound IG strategy, or fail to make the connection to organizational strategy. This session will review the top ten reasons why IG strategy implementation efforts can fail, and then discuss how do we start to change the paradigm toward a Winning Strategy.
Communication between client and supplier is a key to successful vendor management. Getting things done in the respect with legal, cultural and team location constraints has proven to be challenging. From the perspective of the client, let’s see: how to create definition of done, how to obtain team buy-in and how to empower the supplier team. On the other side, from the supplier point of view we will address: what to ask from the client, what to give to the client and how to communicate with the client during the development.
This presentation was originally made at the 2016 Association of American University Presses Annual Meeting, 17 June 2016. It discusses both why and how to effectively hire consultants. The slides were developed by my colleague Pam Harley who originally was scheduled to give this talk.
Major Implementation Projects - Persist pivot or quit?John Phillips
This deck considers why Major Implementation Projects are seldom stopped, until its too late. What the impediments are to good decision making and how to overcome them.
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
Comprehensive Business Consulting Services Beyond Strategy.pdfFoxnangel
Fox&Angel specializes in Advertising Strategy consulting for business expansion, Indian market entry, and Foreign investment in India. We develop customized plans to reach your target audience and drive growth.
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Create a strategic roadmap for 2020 and beyondnetwealthInvest
Learn from Brad Fox, Managing Director at SmartBrave Consulting, as he guides you through the process of creating an effective strategic roadmap to not just future-proof your business, but a strategy to thrive in 2020 and beyond.
Please explore the presentation below for more detail, or reach out to one of the key contacts if you’d like to discuss how Venture Path could help your organisation innovate and grow.
Research shows only 30% of organizations see their change management as successful. Here are 3 key areas to focus on to enable change.
Learn more - http://gt-us.co/1aDc2t1
Much of the time, we view innovation through a lens of total newness, but teachings from a variety of industries and professions might hold the key to defining successful strategies, and positively influence the way innovation is executed in the enterprise space.
Similar to Is your consulting spend aligned with your strategy? (20)
The History of Consulting goes way back to the 1800s, which clearly shows that consulting has always existed. But what was the past of consulting like? And how does it stand in the present? And also, what does the future hold for the consulting industry?
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✅What is consulting?
✅What is the consulting market today?
✅Is consulting being disrupted?
✅How are consulting firms adapting?
✅What does that mean for clients?
A few days ago, we hosted a live webinar on the topic of the history of consulting. For those who were unable to join us, we have made this slideshow presentation that covers all the main points that were discussed during the webinar.
We hope you enjoy the slides and find them useful. As always, we welcome your feedback. If you have any thoughts or comments on the presentation, please feel free to get in touch.
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Sourcing process is a fragile balance between the definition of the need, finding the right consultants and making sure the project delivers the impact you expect
How you organize will depend on the volume of projects handled in the year. Creating value through consulting is a team sport and Consulting Sourcing should fit into your existing management culture.
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2. Here are the 5 most common
mistakes when using consulting…
1. Overuse Consulting
2. Underuse Consulting
3. Use on the wrong projects
4. Get lost between internal and external Consulting
5. Use the wrong compensation models
3. How to make
sure you get the
best from your
consulting
investment?
4. Let’s take a hard look at the
consulting projects done during
the last 12 months.
6. Core Strategy
This project is supporting a core
strategic workstream that will
directly advance the long-term
vision of the company. Projects
enabling strategic projects also
fall in this category.
For instance, your company has decided
to implement a customer-centric
organization.
Strategic Adaptation
This project is needed to adapt to
an issue or a new regulation.
For instance, a country is issuing a new
regulation in your industry and you have
2 years to be compliant.
What is a strategic project?
7. If you have a significant amount of non-strategic projects, or if
you have larger non-strategic projects, take the time to ask
yourself the following questions:
Why did we hire consultants on that specific project?
What was the decision-making process?
Was the project necessary?
What was the return on investment?
8. Are your actions all serving the
same purpose and therefore
reinforcing each other?
• Make sure you have mapped the key activities to
execute your strategy and that you are not leaving some
key pieces on the side.
• Review on a regular basis the allocation of your
resources and particularly the utilization of your
consulting budget.
9. “Positions built on systems
of activities are far more
sustainable than those built
on individual activities.”
– Michael Porter
10. Did you launch the projects at the right time?
Were all projects high priority?
Did you break down the projects in relevant phases?
Were there phases that could have been launched later?
Did you evaluate the interdependencies with other activities or
projects in your sequencing/timing of the project?
Were you able to self-fund some of your projects?
Did your projects integrate quick gains to facilitate change?
Timing is everything.
Is your sequencing optimal?
12. Translate your high-level priorities into clusters and define what
resources you want to allocate to each cluster.
Identify the potential projects and determine the contribution to each of
your clusters.
Define priorities, smartly sequence your projects, manage
interdependencies, and run a make-or-buy assessment
Going one step further, you can
define the way you use consulting
in your company…
13. Ultimately, the goal of this exercise is not
to take over decision-making. The
business lines need to keep control over
their consulting spend.
You are here to make sure that they get
the most value from consulting by
implementing the right best practices.
14. Hélène Laffitte
Cofounder & CEO
• Consulting Sourcing Expert
• Author of Smart Consulting
Sourcing
• MBA Columbia Business School
Want to learn more?
Contact me & start creating
more value.
+1 (646) 477 5953
Follow us on the web
CREDITS PHOTOS FROM UNSPLASH
Slide 1 – Zan
Slide 2 – Sharon McCutcheon
Slide 4 – Neil Thomas
Slide 5 – Jeshoots.com
Slide 6 – Max Panama
Slide 7 – Shane Rouncet
Slide 8 – KU Leuven - Rob Stevens
Slide 10 – Michal Parzuchowski
Slide 12 – Ricardo Annandale
Editor's Notes
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