Every business needs to have a consultative approach that increases organizational buy-in, enhances client relationships and improves customer service. Applying consulting skills can mean greater success for individuals and organizations alike.
In this one-hour webinar, Michelle Moore will provide an overview of the Consulting Skills Lifecycle and present practical ideas from our McMaster Certified Consulting Skills Program. You'll learn how to:
Engage your clients.
Gather and analyze information.
Present findings and recommendations.
Plan and implement recommendations.
Conclude the engagement and evaluate results.
The document discusses core consulting skills and provides information on several topics:
1. It outlines the CONSULT process that consultants follow, from pitching and developing proposals to delivering solutions and following up.
2. It presents a course program on consulting that covers various stages of the consulting process from entry and contracting to diagnosis, intervention, and closure.
3. It discusses important client handling skills for consultants, including maintaining seven vital signs of a healthy client relationship such as ensuring stakeholders are committed and business benefits are realized.
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
This document provides an overview of key skills and concepts for being a great consultant. It discusses the differences between internal and external consultants. The objectives of a consultant are to establish collaborative relationships with clients and help identify and solve problems. Key consulting skills include technical abilities as well as interpersonal and consulting skills like listening and building trust. The document also covers stakeholder analysis, different consultant roles, styles and the typical consulting process which involves entry, data collection, feedback, engagement, and termination. Ethical issues for consultants are also addressed.
This document outlines key points from a workshop on skills for internal consultants. It covers 7 modules: 1) an overview of consulting processes and client relationships; 2) fundamentals of consulting including Peter Block's five-phase model; 3) sourcing projects, exploration meetings, and contracting; 4) data collection methods like interviews and focus groups; 5) providing feedback; 6) implementing change and supporting people through transitions; and 7) evaluating projects and terminating the consulting relationship. The workshop teaches tools and strategies for effective consulting at each stage of the process.
The document discusses the role of a leader as a coach and provides guidance on how to effectively coach team members. It outlines universal principles of providing direction, fostering collaboration, and motivating achievement. A coach is responsible for setting high expectations, guiding, supporting, advising, providing feedback, and encouraging team members. The five steps to effective coaching are to compare performance to expectations, meet with the team member, ask for acknowledgement, work toward a solution, and follow up. Coaching benefits include high morale, empowerment, and development.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
1. These models/frameworks can be used to enhance your project management and process improvement projects.
2. A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Szpekman's Communication Framework
13. The Johari Window
14. The ADDIE Model
15. The Conscious Competence Learning Model
16. Kirkpatrick's Four-Level Training Evaluation Model
17. The PDCA Cycle
18. Six Sigma Quality Improvement (DMAIC)
19. Business Process Redesign (BPR)
20. Xerox Benchmarking Model
21. Project Management Body of Knowledge (PMBoK)
22. PRINCE2 Project Management
23. Managing Successful Programmes (MSP)
24. Management of Risks (M_o_R)
Every business needs to have a consultative approach that increases organizational buy-in, enhances client relationships and improves customer service. Applying consulting skills can mean greater success for individuals and organizations alike.
In this one-hour webinar, Michelle Moore will provide an overview of the Consulting Skills Lifecycle and present practical ideas from our McMaster Certified Consulting Skills Program. You'll learn how to:
Engage your clients.
Gather and analyze information.
Present findings and recommendations.
Plan and implement recommendations.
Conclude the engagement and evaluate results.
The document discusses core consulting skills and provides information on several topics:
1. It outlines the CONSULT process that consultants follow, from pitching and developing proposals to delivering solutions and following up.
2. It presents a course program on consulting that covers various stages of the consulting process from entry and contracting to diagnosis, intervention, and closure.
3. It discusses important client handling skills for consultants, including maintaining seven vital signs of a healthy client relationship such as ensuring stakeholders are committed and business benefits are realized.
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
This document provides an overview of key skills and concepts for being a great consultant. It discusses the differences between internal and external consultants. The objectives of a consultant are to establish collaborative relationships with clients and help identify and solve problems. Key consulting skills include technical abilities as well as interpersonal and consulting skills like listening and building trust. The document also covers stakeholder analysis, different consultant roles, styles and the typical consulting process which involves entry, data collection, feedback, engagement, and termination. Ethical issues for consultants are also addressed.
This document outlines key points from a workshop on skills for internal consultants. It covers 7 modules: 1) an overview of consulting processes and client relationships; 2) fundamentals of consulting including Peter Block's five-phase model; 3) sourcing projects, exploration meetings, and contracting; 4) data collection methods like interviews and focus groups; 5) providing feedback; 6) implementing change and supporting people through transitions; and 7) evaluating projects and terminating the consulting relationship. The workshop teaches tools and strategies for effective consulting at each stage of the process.
The document discusses the role of a leader as a coach and provides guidance on how to effectively coach team members. It outlines universal principles of providing direction, fostering collaboration, and motivating achievement. A coach is responsible for setting high expectations, guiding, supporting, advising, providing feedback, and encouraging team members. The five steps to effective coaching are to compare performance to expectations, meet with the team member, ask for acknowledgement, work toward a solution, and follow up. Coaching benefits include high morale, empowerment, and development.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/change-management-models-1214
BENEFITS OF DOCUMENT
1. These models/frameworks can be used to enhance your project management and process improvement projects.
2. A wide range of models/frameworks for you to choose from to suit your specific needs and situation.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Change Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. The Change Curve Model
2. Bridges' Transition Model
3. Lewin's Three Stage Change Model
4. Impact Analysis
5. Leavitt's Diamond
6. The Burke-Litwin Change Model
7. The McKinsey 7S Framework
8. The ADKAR Change Model
9. Kotter's Eight Phases of Change
10. The Training Needs Analysis Framework
11. The Power/Interest Grid for Stakeholder Prioritization
12. Szpekman's Communication Framework
13. The Johari Window
14. The ADDIE Model
15. The Conscious Competence Learning Model
16. Kirkpatrick's Four-Level Training Evaluation Model
17. The PDCA Cycle
18. Six Sigma Quality Improvement (DMAIC)
19. Business Process Redesign (BPR)
20. Xerox Benchmarking Model
21. Project Management Body of Knowledge (PMBoK)
22. PRINCE2 Project Management
23. Managing Successful Programmes (MSP)
24. Management of Risks (M_o_R)
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
The document outlines the certifications, work experience, and skills of Hardy Alexander. It summarizes his 22 years of experience in business development, key account management, general management, and team management. It also lists his experience in learning and development as a certified trainer and coach designing and executing learning initiatives. Hardy Alexander currently works as a leadership coach and trainer in Mumbai, India delivering customized training programs in areas like sales, leadership, and behavioral skills.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Leading from a Distance: Practical Tips for Successful Virtual LeadershipHRDQ-U
The document provides tips for managing accountability in virtual teams. It discusses challenges with accountability in virtual settings, such as monitoring progress and assigning responsibility. It recommends using action plans to clarify expectations, timelines, and checkpoints. Regular check-ins allow teams to discuss progress and problems. The document also provides tips for holding people accountable after missed commitments, such as asking what contributed to the issue and how to prevent it going forward. Frequent communication of goals and responsibilities helps enhance accountability in virtual teams.
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Agile leadership to address the challenges of the VUCA worldChristian Mies
Project Management today has to deal with increasing complexity and various challenges. Many of the issues we see result from the often chaotic environment of these projects. This environment can best be characterized by the term VUCA. The principle of self-organization provides one approach to reduce the complexity to a level we can manage. Adequate leadership methodologies are a key driver for this change.
This document summarizes several common change management models:
1. It describes models like Kotter's 8 steps of change, Lewin's 3 stage model of unfreezing-changing-refreezing, the ADKAR model of changing individual needs, and Bridges' transition model of endings, neutral zones, and new beginnings.
2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
3. Each model provides a different lens for understanding change and transition at either the individual, group, or organizational level.
The document discusses the leadership practices of effective virtual team leaders. It identifies six key practices: 1) establishing and maintaining trust through communication technology, 2) ensuring distributed diversity is understood and leveraged, 3) managing the virtual work lifecycle and meetings, 4) monitoring team progress using technology, 5) enhancing the visibility of virtual members, and 6) enabling individual members to benefit from participating in the virtual team. Effective virtual leaders must overcome barriers like coordination, culture, trust, and isolation to motivate team members and establish collaboration.
The 8-step coaching model provides a framework for effective coaching discussions. The steps include: 1) being supportive to build trust and openness; 2) defining specific topics and needs by gathering both perspectives; 3) establishing the impact of current behaviors to create internal motivation for change; 4) initiating an action plan that is specific, measurable, achievable and time-bound by involving the coachee in developing it; and 5) getting a commitment to the plan from the coachee. Following these steps helps ensure coaching discussions are productive and result in real behavioral changes.
This document summarizes a presentation on project leadership and change management. It discusses components of project leadership like creating vision, guiding teams, and being an agent of change. It also examines different leadership styles and their suitability for projects. Change management is explored through characteristics of change-capable teams, managing resistance to change, and using models like ADKAR. The role of leadership in change is defined as providing vision and support through transitions. Techniques for reducing resistance include communication and participation. The document provides activities for participants to discuss leadership and change processes for a state education project.
Neuro Based Leadershing Coaching by Coach Eval Wari, ACCEval Wari, PCC
This document provides an overview of a webinar on neuroleadership. The key points are:
- The webinar will help participants understand neuroleadership and its benefits, review neuroscience approaches to leadership coaching, and apply neuroleadership strategies using the SCARF model.
- Neuroleadership draws from developments in neuroscience to improve decision-making, emotional regulation, influence, and facilitate change. It can benefit various groups like business schools, consultants, and leaders.
- Important areas of the brain for leadership include the prefrontal cortex, which controls thinking, and the limbic system, which manages emotions. Neuroplasticity shows how the brain can rewire through practice.
This document provides an overview of strategic thinking. It discusses the evolution of strategic management from the CEO era to the current emphasis on strategic thinking. The key elements of strategic thinking are described as having a system perspective, being intent focused, thinking in time, and being hypothesis driven. Strategic thinking can occur at both the individual and organizational levels. The strategic thinking process involves asking questions, clarifying issues, considering alternatives, reframing perspectives, and simplifying concepts.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
Great consultants have several key skills:
1) They adapt easily to new projects, work cultures, and colleagues through strong soft skills and technical expertise.
2) They work hard and smart to accomplish the best results in the shortest time with minimal friction.
3) They are confident in their skills but also collaborative team players who put company goals first.
Consulting skills RSM October 2010 dick van ginkeldick van ginkel
The document discusses developing soft skills for consultants. It focuses on building relationships between clients and consultants through establishing credibility, confidence and trust. It also explores different consulting roles and communication levels. The workshops aim to improve consultants' skills in making rapport, using different communication levels, and confronting personal weaknesses.
This document discusses organizational change and change management. It begins with defining change and change management. It then discusses reasons for change being difficult and the benefits of effective change management, including lower risks and increased satisfaction. Key principles of change management are presented, such as different reactions to change and managing expectations. Barriers to change like self-interest and misunderstanding are outlined. Effective ways to manage change include being alert for signs of change and managing learning. A case study on change management at ARAMARK Harrison Lodging is also summarized.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
This document discusses strategies for managing organizational change. It begins with an overview of the challenges of change execution, including natural human resistance and the need to focus on realizing promised returns rather than just installation. It then provides details on managing both the change itself and the necessary transition period for people. Key factors in successful change include having a clear plan, managing the human aspects of transition, and building organizational capacity and resilience for ongoing change. The document emphasizes that change success requires managing both the external changes and internal human transitions.
The document outlines the certifications, work experience, and skills of Hardy Alexander. It summarizes his 22 years of experience in business development, key account management, general management, and team management. It also lists his experience in learning and development as a certified trainer and coach designing and executing learning initiatives. Hardy Alexander currently works as a leadership coach and trainer in Mumbai, India delivering customized training programs in areas like sales, leadership, and behavioral skills.
This document provides an overview of key principles and activities for effective change management in corporate transformations. It discusses (1) principles of change including that change is a process enabled not managed and behavioral change occurs at the emotional level, (2) five key activities for change management - motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum, and (3) additional concepts like overcoming resistance to change, roles in organizational change, and skills needed by change agents.
Leading from a Distance: Practical Tips for Successful Virtual LeadershipHRDQ-U
The document provides tips for managing accountability in virtual teams. It discusses challenges with accountability in virtual settings, such as monitoring progress and assigning responsibility. It recommends using action plans to clarify expectations, timelines, and checkpoints. Regular check-ins allow teams to discuss progress and problems. The document also provides tips for holding people accountable after missed commitments, such as asking what contributed to the issue and how to prevent it going forward. Frequent communication of goals and responsibilities helps enhance accountability in virtual teams.
The document discusses techniques for effective team management, including understanding team dynamics, building trust and collaboration among team members, and establishing clear goals and roles. It emphasizes the importance of communication, problem solving, and adapting to change as a team. Barriers to effective team building like unclear objectives or lack of role definition are also outlined.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
VUCA Stands for Volatility, Uncertainty, Complexity and Ambiguity and often used to describe the new normal of today's business environment. The CPA Vision Project in 1998 identified many of these changes - this presentation talks about "now what"?
What changes to leadership and strategy have come from this VUCA world and what are accounting and finance leaders supposed to do. Collaboration combined with new skills is the answer.
Agile leadership to address the challenges of the VUCA worldChristian Mies
Project Management today has to deal with increasing complexity and various challenges. Many of the issues we see result from the often chaotic environment of these projects. This environment can best be characterized by the term VUCA. The principle of self-organization provides one approach to reduce the complexity to a level we can manage. Adequate leadership methodologies are a key driver for this change.
This document summarizes several common change management models:
1. It describes models like Kotter's 8 steps of change, Lewin's 3 stage model of unfreezing-changing-refreezing, the ADKAR model of changing individual needs, and Bridges' transition model of endings, neutral zones, and new beginnings.
2. It also outlines frameworks for analyzing factors like the McKinsey 7S model of strategy, structure, systems, and shared values, and the Burke-Litwin model relating transformational, transactional, and individual factors.
3. Each model provides a different lens for understanding change and transition at either the individual, group, or organizational level.
The document discusses the leadership practices of effective virtual team leaders. It identifies six key practices: 1) establishing and maintaining trust through communication technology, 2) ensuring distributed diversity is understood and leveraged, 3) managing the virtual work lifecycle and meetings, 4) monitoring team progress using technology, 5) enhancing the visibility of virtual members, and 6) enabling individual members to benefit from participating in the virtual team. Effective virtual leaders must overcome barriers like coordination, culture, trust, and isolation to motivate team members and establish collaboration.
The 8-step coaching model provides a framework for effective coaching discussions. The steps include: 1) being supportive to build trust and openness; 2) defining specific topics and needs by gathering both perspectives; 3) establishing the impact of current behaviors to create internal motivation for change; 4) initiating an action plan that is specific, measurable, achievable and time-bound by involving the coachee in developing it; and 5) getting a commitment to the plan from the coachee. Following these steps helps ensure coaching discussions are productive and result in real behavioral changes.
This document summarizes a presentation on project leadership and change management. It discusses components of project leadership like creating vision, guiding teams, and being an agent of change. It also examines different leadership styles and their suitability for projects. Change management is explored through characteristics of change-capable teams, managing resistance to change, and using models like ADKAR. The role of leadership in change is defined as providing vision and support through transitions. Techniques for reducing resistance include communication and participation. The document provides activities for participants to discuss leadership and change processes for a state education project.
Neuro Based Leadershing Coaching by Coach Eval Wari, ACCEval Wari, PCC
This document provides an overview of a webinar on neuroleadership. The key points are:
- The webinar will help participants understand neuroleadership and its benefits, review neuroscience approaches to leadership coaching, and apply neuroleadership strategies using the SCARF model.
- Neuroleadership draws from developments in neuroscience to improve decision-making, emotional regulation, influence, and facilitate change. It can benefit various groups like business schools, consultants, and leaders.
- Important areas of the brain for leadership include the prefrontal cortex, which controls thinking, and the limbic system, which manages emotions. Neuroplasticity shows how the brain can rewire through practice.
This document provides an overview of strategic thinking. It discusses the evolution of strategic management from the CEO era to the current emphasis on strategic thinking. The key elements of strategic thinking are described as having a system perspective, being intent focused, thinking in time, and being hypothesis driven. Strategic thinking can occur at both the individual and organizational levels. The strategic thinking process involves asking questions, clarifying issues, considering alternatives, reframing perspectives, and simplifying concepts.
This document provides an overview of leading corporate change and change management. It discusses key principles of change including viewing change as a process, linking change to business goals, building organizational capacity for change, and understanding that behavioral change occurs at the emotional level. It also outlines five key activities for effective change management: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. Additionally, it discusses forces for change, resistance to change, and elements to enable change such as change architecture, communication, performance management, and leadership capacity.
The document outlines an training program on effective leadership and management skills. It covers topics such as the nature of leadership, differences between leadership and management, effective leadership behaviors, interpersonal skills, communication, conflict management, team building, performance management, and change management. The training utilizes group discussions and activities to evaluate leadership styles and develop strategies for improving skills in areas like communication, emotional intelligence, and conflict resolution.
Great consultants have several key skills:
1) They adapt easily to new projects, work cultures, and colleagues through strong soft skills and technical expertise.
2) They work hard and smart to accomplish the best results in the shortest time with minimal friction.
3) They are confident in their skills but also collaborative team players who put company goals first.
Consulting skills RSM October 2010 dick van ginkeldick van ginkel
The document discusses developing soft skills for consultants. It focuses on building relationships between clients and consultants through establishing credibility, confidence and trust. It also explores different consulting roles and communication levels. The workshops aim to improve consultants' skills in making rapport, using different communication levels, and confronting personal weaknesses.
The consultant evaluation matrix compares three consultants based on their experience, skills, professionalism, methodology/tools, personality/fit, and overall rating. Consultant 3 scores the highest overall at 85%, followed by Consultant 1 at 59% and Consultant 2 at 55%. Specifically, Consultant 3 meets or exceeds the requirements for relevant experience, skills, professionalism, methodology/tools, and personality/fit compared to the other consultants.
This document discusses consulting skills for IT professionals. It provides an overview of several challenges faced in consulting work, including dealing with difficult stakeholders, managing complex projects, and effectively presenting information. It emphasizes the importance of soft skills like listening, honesty, and humor. For presentations, it recommends keeping messages simple, using visuals to aid comprehension, and practicing to present confidently. The document also introduces several visual tools to facilitate shared understanding, such as mind mapping, dialogue mapping, process mapping, and wireframing. These tools can help address "wicked problems" by enabling shared displays and discussions.
We are developing an online platform, called Handshake, to connect the large community of English speaking secondary school students through their passions, experiences and skills. After inputting their own interests, passions, and experiences (e.g., debate, public speaking, entrepreneurship, photography, magazine editor, member of St. Paul’s College choir, UNICEF volunteer), students can then search for other students in Hong Kong and around the world who have similar interests and passions, thus opening up the possibility to connect, form city-wide and world-wide collaborative ventures between school societies, and share ideas for projects. Furthermore, SMEs and startups can post advertisements under the “internships” section for freelance working students (published upon review), and companies offering student services, such as tutoring centers, can post advertisements (published upon review).
Proctra conducts an intense 2 day consulting skills workshop to participants in enabling them to be effective consultants. Proctra adopts an activity based training approach with case studies, scenarios and role plays.
The document discusses three models of consultation: the expert model, doctor-patient model, and process consultation model. The expert model positions the consultant as an expert bringing solutions to clients. The doctor-patient model gives consultants more power to diagnose problems and prescribe solutions. Process consultation aims to build a helping relationship where clients address their own issues with consultant support. It emphasizes the client owning the problem and solution.
1. The document discusses various models of the consulting process including Schein's problem solving model, Lippitt and Lippitt's consulting process model, Block's flawless consulting model, and the systemic consulting loop model.
2. It also outlines different roles consultants can take including expert, pair of hands, and collaborative according to Schein as well as objective observer, process counselor, fact finder, identifier of alternatives, joint problem solver, trainer/educator, information specialist, and advocate according to Lippitt and Lippitt.
3. The models and roles are intended to help consultants match their approach to the complexity of the project and needs of the client.
Management consulting involves providing advice to corporate, government, and nonprofit clients to help solve business problems. Consulting firms focus on various areas like strategy, IT, HR, and provide team-based work. Some reasons clients hire consultants include lack of internal knowledge or skills, needing a flexible labor pool, and wanting a fresh perspective. A typical consultant's week involves client meetings, interviews, research, and using Excel/PowerPoint to build presentations. While travel and long hours present challenges, consulting also offers opportunities for challenging work, career development, and working with smart colleagues.
A pitch deck template with sample copy to help technology startups sell their business concept to angel investors and VCs. Inspired by pitch deck words of wisdom from Dave McClure (500 Startups), AirBnb, Guy Kawasaki and Venture Hacks (the folks behind AngelList).
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Airbnb pitch deck @ https://pitchdeckcoach.com/airbnb-pitch-deck
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
> Pitch deck guide with hints, tips, and a worked example @ https://pitchdeckcoach.com/pitch-deck-template
NEED HELP WITH YOUR PITCH DECK?
See how I can help then book a free call @ https://pitchdeckcoach.com/
MORE PITCH DECK RESOURCES @ https://pitchdeckcoach.com/pitch-deck-template#resources
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document summarizes Mint, a personal finance management tool. It allows users to track spending, savings goals, and net worth. Mint makes money through referral fees when users switch financial products based on Mint's recommendations. The document outlines Mint's market size and opportunity, competitors, value proposition, user and partner acquisition strategies, business model, and projected financials. It expects rapid user and revenue growth as it acquires users through viral and partnership channels and converts them through intelligent suggestions.
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
This is theoriginal AirBnB pitch deck. Airbnb founders use this pitch deck to raise $600K from VCs and angel investors in 2008.
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PM PROMPT is a two day workshop designed to develop first time project managers to understand concepts and realize practicalities of managing software projects.
PM PROMPT content have been developed based on our practical and direct experience in consulting and executing projects for large fortune 500 companies across the globe and also on extensive research into industry wide best practices and trends.
We believe in the potential of first time project managers and are passionate in our efforts in enabling them to succeed. Our programs are always customized to suit client needs and pain points. We do not provide ‘off the shelf’ training.Our trainings are filled with practical real life scenarios and not just project management class lectures.
We highlight the importance of key concepts and fundamentals behind project management techniques. Once the participants understand and appreciate the importance, they can be applied effectively in any environment.
Real life case studies, scenarios, exercises and role plays provide opportunities to the participants to practice the concepts and make learning effective.
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b. to be more productive
c. to be more confident during customer interaction
d. to manage issues and risks effectively
e. deliver successful project outcomes
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This document outlines an agenda for a half-day cross-cultural communication training workshop. The workshop will use experiential approaches like role-plays, simulations, and case studies. It will cover understanding culture and US organizations, communication dos and don'ts in the workplace, and living in the US. The goals are for participants to develop cross-cultural competence, communicate confidently in an international setting, and avoid cross-cultural conflicts.
This document provides an overview of a company that provides training and consulting services related to sustainability, ESG, and development. Some key points:
- The company was established in 2016 by industry professionals to promote sustainability through training and development.
- It has a team of consultants with 20+ years of experience and collaborates with industry bodies, institutions, and certification organizations.
- Services include ESG consulting, sustainability reporting, training, and professional certifications. Training topics cover areas like leadership, sales, project management, and technical skills.
- The company has international partners across regions like North America, Europe, Asia, and Australia to deliver services globally.
This document provides information about a practical project management workshop for first-time project managers. It notes that inadequately trained or inexperienced project managers are the number one cause of project failure. The workshop aims to help first-time project managers succeed by providing an interactive, practical learning experience covering key project management topics like planning, risk management, and stakeholder management. Testimonials are provided about the value and customization of the training.
PMP is one of the most industry-recognized project management certifications for project managers in the globe. PMP certified professionals demonstrate their knowledge in leading projects across industry verticals. This PMP certification has consistently ranked among “Top 10 IT Certifications in the World” and has found widespread acceptance among employers across the globe.
This PMP courseware is created by international subject matter experts and offers comprehensive understanding of global language of project management and help one to standout from the crowd to become a global professional with immense opportunities.
To know more about PMP Exam Prep Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
Approach Talent Solutions (ATS), is the consulting arm of a 16 year old Executive Search Firm Approach International, led by Ms. Gauri Sarin. The core business of ATS is to provide value added services as Talent Management. ATS is led by Ms Gauri Sarin – XLRI Alumnus 1992 batch & holds certifications in Assessment tools as MBTI, DISC, and Facet 5.
ATS is strategic business partner of Consulting Tools UK, which provides and develops online HR assessment tools which are used by HR Professional, Hiring Managers, L & OD Consultants. Their tools and techniques cover 360-degree feedback; personality, career and occupational health assessment and surveys. They address critical issues from recruitment and selection, performance management and internal promotion to occupational health, coaching and mentoring, leadership and management development and team building and optimization.
These HR Tools are in two product lines
• The Facet Personality Assessment products
a) Complete personality assessment
b) Facet Audition
c) Team Scape
• The 360 Feedback products
a) Leader View 360
b) Performance 360
c) Custom 360
d) Emotional 360
e) Executive 360
f) Talent accelerator
The document summarizes an event where a panel of experts discussed their experiences with adopting Agile methodologies. The panelists represented different industries and levels of Agile experience. They discussed topics such as how to get started with Agile, best practices, and challenges to consider. The event also provided information on Scrum processes, a combination approach to Agile and waterfall methods, and PMI certification in Agile practices. The panelists then answered questions from the audience.
The document provides information about Approach Talent Solutions, a talent acquisition and management firm. It discusses their vision of building leaders and organizations by supporting excellence through partnerships. It outlines their approach of creating customized talent solutions, connecting clients, and coaching. It also details their partnerships with international assessment and consulting companies and some client success stories implementing tools like 360-degree feedback assessments.
The Racca Solutions Group uses a baseline assessment process to help clients strategically address challenges. This involves assessing organizational structure, process capabilities, and technology capabilities to identify strengths, vulnerabilities, and opportunities. Racca then works with clients on change management, project planning, cost management, knowledge transfer, and making improvements sustainable through operational excellence programs to help clients achieve peak performance and practical solutions.
Riskpro is a risk management consulting firm with offices in major Indian cities. It provides integrated risk management services to mid-large corporations and financial institutions. It has over 200 years of cumulative experience among its experienced professionals. Riskpro aims to provide quality advisory services at affordable rates compared to large consulting firms. Its differentiators include a focus on risk management and capabilities to take on large, complex projects. It offers a variety of risk management advisory services across domains like Basel II/III, corporate risks, IT risks, operational risks, and governance.
Riskpro is a risk management consulting firm with offices in major Indian cities. It provides integrated risk management services to mid-large corporations and financial institutions. Riskpro has over 200 years of cumulative experience across its team of experienced professionals. It offers a hybrid delivery model and can take on large, complex projects. Riskpro aims to be the preferred provider of governance, risk and compliance solutions in India.
Riskpro is a risk management consulting firm with offices in major Indian cities. It aims to provide integrated risk management solutions to mid-large corporations at affordable rates compared to large consulting firms. Riskpro focuses exclusively on risk management and has over 200 cumulative years of experience. It offers a variety of risk advisory services across different domains and industries. Riskpro trains its employees and clients in risk management techniques like Six Sigma through public and customized training programs.
This document summarizes a lunch and learn presentation about Project Management Professional (PMP) certification. The presentation covers the objectives of providing information about the PMP certification process and study tips. It includes an overview of what PMP is, who it is for, what is involved in getting certified, and the benefits of becoming PMP certified. Key steps to take to become PMP certified are outlined.
SAIsej brings inbound knowledge of trainer of widerexperience in the respective dimension related to PMI-PMP and help the professionals in project management skills & help ready for PMI-PMP exam.
Process Insight is a consulting firm that helps clients improve processes to deliver more with less resources. They use lean and six sigma methodologies with a focus on eliminating waste, reducing complexity, and driving process excellence. Process Insight transfers skills to clients so they can independently continue process improvements. They have over 40 years of experience and have helped clients across various industries achieve significant benefits within 1 year of engagement.
The document provides an overview of case study interviews used in management consulting recruiting. It discusses that case studies are used to assess analytical, diagnostic and communication skills. It describes the different types of case studies - calculation, problem and probing cases - and frameworks that can be used to structure analysis. Key steps are to understand the issue, develop a hypothesis, select an analytical approach, identify issues and recommendations, and define expected results.
The document provides an overview of Deloitte Consulting LLP, including its services, marketplace positioning, firm overview, and a sample consultant's day. It discusses the firm's strategy and operations, human capital, enterprise applications, technology integration, and outsourcing services. It also describes corporate finance services and interview tips for case study interviews.
Integral Process Solutions is a consulting firm that provides process improvement services to help clients reduce costs and improve quality in IT. They assess clients' project and process capabilities to develop new processes that improve performance, align with business objectives, and monitor key initiatives. Their approach involves phasing in improvements through assessment, integration and maintenance. They aim to provide customized solutions that save clients time and money by leveraging the consultants' experience in managing IT operations.
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MATRIX - Consulting Skills workshop
1. 1
– A Two day Intense Consulting Skills
Workshop
– A Two Day Intense
Consulting Skills Workshop
2. Introduction to
Consulting
Consulting Process
Planning the
Consulting
Engagement
Data Gathering Resistance
Analysis and
Preparing the
Recommendations
Presenting the
findings
Implementation Closure
Proctra adopts an experiential approach to training. The workshops are designed
with more emphasis on scenario, simulations, role-plays and case studies.
Case Studies
Simulation
Role Plays
Scenarios
1 2
4
3
5 6
7 8 9
2
3. Getting Started
Introductions
Structure of MATRIX Workshop
Workshop Goals & Objectives
Case Study
Introduction to Consulting
The Consultant
The Client
Why Consulting Engagements Fail?
Key Consulting Success Factors
Consulting Engagement Structure & Roles
Consulting Process
Consulting Process
Discovery
Analysis
Presentation
Implementation
Planning the Consulting Assignment
Stakeholder Analysis
Kickoff meeting
Data Gathering Plan
Obtaining Commitment
Common Challenges
Case Study
Data Gathering
Getting the Big Picture
Techniques for Data Gathering
Data Gathering Guidelines
Communication Mechanisms
Do’s and Don’ts
Group Activity
Resistance
Resistance
Understanding Resistance
Dealing with Resistance
Case Study
3
4. Analysis and Preparing the Recommendations
Techniques for Effective Analysis
Preparing Recommendations
Common Challenges
Case Study
Presenting the Findings
Understanding the Environment
Six steps for effective presentation
Engaging the Client
Common Challenges
Key Success Factors
Case Study
Simulation Activity
Implementation
Implementation Plan
Pilot Plan
Communication Plan
Feedback on Implementation
Case Study
Closure
Lessons Learned
Submission of Presentation
Engagement Feedback
Consultant Feedback
Best Practices
Summary
4
5. • Participants learn the following skills which lead them
to
– Utilize their expertise and position them as expert.
– Transform the perception of being “external consultant”
to a trusted business advisor.
– Understand the collaborative way of working with clients
– Negotiate more effectively.
– Develop the ability to pitch their recommendations
effectively to senior management.
– Avoid lock –in situations
– Gain senior management commitment and trust
5
6. Balaji has over 18 years of consulting and training experience and currently works as a Director
Consulting Services in Proctra, specializing in Business Process Consulting, Training and Change
Management. Balaji brings in a rich blend of practical hands-on and consulting experience.
Prior to this, Balaji was with Infosys Process Consulting group for 12 years and has been involved
with various clients in Australia, Canada and United States of America.
Balaji has a Post Graduate Degree in Quality Management from Anna University, India and a Degree
in Electronics & Communication Engineering from the University of Madras, India.
Balaji has been trained and certified as a Qualified Lead Auditor by the British Standards Institution
(BSI), London for ISO 9001 and ISO 27001 certifications.
Balaji completed his Project Management Professional (PMP) certification from Project
Management Institute (PMI) and Certified Quality Manager (CQM) certification from American
Society for Quality (ASQ).
Balaji has also successfully completed the Certified Information Systems Auditor ( CISA) conducted
by Information Systems Audit and Control Association (ISACA) .
6
7. Proctra Consulting Services LLP is a firm specializing in Information
Technology process definition, process training and process
implementation. Our consultants work as a strategic partner for
clients in building and improving their business processes to deliver
tangible and significant results. Proctra provides practical advice to
complex process implementation issues. Our uniqueness comes
from our ability to look beyond standard solutions to develop new
process solutions that provide superior operational improvement
and lasting competitive advantage.
7