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Core Consulting Skills
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Robert Fonteijn
Three jobs
Recent work I am especially proud of
A background in industry and consulting - in many countries
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Elevation Learning
Formed 1989 Competence development for knowledge based
businesses: consulting as well as (mostly tech-driven) industrial companies
Sister company GreySpace: consulting to knowledge-based businesses
We are Glocal Voted “Most Outstanding Training Centre” by
Institute of Consulting in 2009 and 2010
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The CONSULT process
ClosureInterventionDiagnosisContractingEntry
PitchingDevelopinga proposal
Working with client
Followingup a lead
Selling
Delivery
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Course program1. Introduction
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
6. Closure
Situation appraisal
Handling meetings and Influencing
Developing terms of reference Working in teams Client handling
Problem solving Creativity in creating solutions
Choice of recommendations Structured communication Change management
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Your own learning priorities
“What would enable you to make a real difference in one of your client relationships right now”?
Please discuss in your table groups any additional, very specific things you want to learn during this training.
In 5 minutes, each table will be asked for their learning priorities.
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The “contract” – mutual expectations
Timekeeping Mobile phones and laptops The use of English Diversity Feedback
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Roadmap of this session
What is a « business » Distance Different types of consulting Getting involved downstream Opening up Levels at which we work Value A portfolio of roles consultants play
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Thinking about a « business »
Source: Business Model Generation
Customersegments
Valueproposi-
tions
Customer relation-ships
Channels
Key activities
Keycapabilities
Cost structure Revenue streams
Keypartners
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Consulting is delivering specialist skills in a client environment
The Business Organization
Consultant
Consulting
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Different types of consulting
Strategic Mgt Technical
Degrees of freedom
High Low
Form of problem Ill-defined Well-defined
Nature of solution
Not bounded Bounded
Focus On process On precedent
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Elixir Your client Your client’s customers
It’s about helping clients think about the best way to translate Elixir’s capabilities into competitive advantage
Getting involved with end users
Your client’speople
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Consulting has its own sales processA demand-driven sales process opens up to define the offering,
before closing down
A supply-driven sales process starts with an offering – so it
focuses from the start on closing down
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Different levels on which we work
The ends the client is trying to achieve
The problems that stand in the way of the purpose being achieved
What must be done to solve the problems
How to put the solutions in place
Purpose
Issues
Solutions
Implementation
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The Benefits Matrix
Think about the various categories of benefits that Elixir can deliver.
Financial
Short term
Non-Financial
Medium term
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Categories of benefits
1.Financial vs non-financial
2.Tangible vs intangible
3.Short-term vs long-term
4.Direct vs indirect
5.Business vs personal
6.Fixed vs variable
PS: all of these can be quantifiable or not
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Different roles consultants can play
Valuable Resource
Subject matter expert plus a linked field
Subject matter expert
Trusted Advisor
Bre
adth
of b
usin
ess
know
ledg
e
Depth of personal relationship
Source: David Maister – The Trusted Advisor
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Course program
1. Situationappraisal
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Stakeholder analysisWhat do they want to happen? Why?
Who are the key people involved in this?
Their degree of influence?
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What sort of things people want to happen
“PECOT”: political, economic, commercial, operational and/or technical
Often, business needs are a mix of these five categories
Expressions of needs, pain and/or concern are often linked to the level in the organization we’re dealing with: professionals, managers or CxO
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Top team STRATEGY - Margins - Market share - Customer satisfaction
Middle Management TACTICS Cost
Professionals OPERATIONS Performance
What’s on their mind?
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The Pain ChainIn an organization, everything is dependant on everything else. Pain chains are pictures that show:
1. The key players and their pain,
2. The reasons for this pain, and
3. The impact of this pains on others.
Why would this be of interest to us ?
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Issue analysis = asking a simple question
What worries me in this situation?
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Template for the exercises
1. Preparation is done together in groups – either in the main training room or in breakout.
2. Some exercises involve meetings and role play.
3. Each exercise is followed by feedback and recording of the main learning points. These points will be bundled into an Elixir “Best Practice Manual”.
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Exercise 1
Issue analysisYou have read the Tanika case study as part of your pre-course work.
1. Make a list of issues that you are worried about (10’).
2. Categorize these items in a way that makes sense to you (5’).
3. Report back on your work and share any questions you have about issue anaysis.
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Course program
2. Handlingmeetings
and Influencing
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Why clients choose consultants
People
Sector experience
Functional experience
Existing relationship
Price
Brand
Other
Source: IMC/Penna survey
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Consequences:
In consulting, you cannot separate the product (the solution) from the deliverer (the consultant)
So, you must be very professional in all the interactions that happen during a project
Let’s explore the most usual interaction:the meeting.
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Meetings: Nine objectives
Fall back Realistic Stretch
Giving and receiving information
Progressing the work
Building the relationship
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The default agenda
1. Greeting2. Pleasantries3. Bridge to business
– background– purpose and brief
agenda– time check
4. Meeting specific– agenda items
5. Next steps- summary and actions- back to pleasantries
The 3rd part: 10% of the time
The 1st part: 10% of total
The 2nd part: 80% of the time
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The first part of a meeting
1. Introduction2. Pleasantries3. Purpose4. Time check5. Agenda
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You never get a second chance to make a first impression
38%
55%
7%
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First impressions
1. People hold on to them – and seek to reinforce them
2. Look contemporary and appropriate. Look like an expensive external
3. Treat people as if they are your peers
4. Put the other person at ease. Speak in level, clear voice, ask questions, listen
5. Once a good impression is made, try and find ways to show you can deliver against it
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During meetings
1. Probe
2. Take notes
3. Summarize
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Improving your ability to influence requires judging how best the other person will be influenced...
Professional Authority
Logical Thinker
Friendly Helperby being liked: attentive and helpful?
by your professional credibility and authority?
by providing logic and data?
... and adapting your style to the situation
?
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Influencing skills that work
Rapport Ask for what you want Saying “No Active listening Asking questions
Source: Jenny Rogers, Coaching Skills
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“Rapport”
Be non-judgmental
Match – find things you have in common
Pace someone’s reality – speak at the same pace and pitch as they do
Focus on understanding things from their point of view
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Listening skills
Four pieces of advice
1. Let go of your own agenda
2. Focus on the speaker
3. Encourage the speaker
4. Discuss the content, summarize and demonstrate understanding
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Effective behaviors
ListenAskAbsorbUnderstand
Opening
TalkTell
ExplainDefend
PullClosingPush
Increase rapport Decrease rapport
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To persuade clients, you need to talk in terms of the WHAT and WHY
HOW Consultants are often most interested in the
means (the HOW),
but clients are more interested in ends (the WHAT and the WHY)
WHATWHY
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An international perspectiveRelationship-focused, versus…
Business depends on building good relationships
Deal-focused
Getting the job done is the most important criterion
Formal, versus …………………..
Relationships are formal and respectful
Business style is top-down
Reporting lines are strict and respected
Informal
Relationships are casual
Style is egalitarian
Matrix systemTimekeeping, scheduling and long-term planning are central
Crisis management, lack of punctuality, flexibility
Reserved, versus ……………….
You do not show emotion
Expressive
You are expected to show emotion
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Exercise 2
The first meetingYou will now prepare for a meeting with Tanika’s CEO, Thomas Keranen.
In reality, such a meeting would be scheduled to last for at least an hour. In this course, you will only play the first 10 minutes of the meeting. So do not hurry through your agenda!
- You will prepare together in your groups.
- Two of each group will play consultants. The others will play observers.
- The observers will lead the short feedback session that you will hold in your breakout room.
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Course program
1. Developing termsof reference
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Difficulties occur mainly because of a mismatch of expectations
What is to be covered - the scope? What is the client going to get - and when? What are the respective responsibilities of consultant and
client? How is the engagement to be managed - e.g. progress
review meetings
AND What are the unwritten expectations of this client?
Be clear about:
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There are certain things which need to be clear between consultants and clientWhy - the client objectives
What - the assignment objectives
How - the means
The client contextWho is the client?
What do they want to happen?
ScopeThe areas of concern
to be addressed
OutputsThe deliverables
to the client
Approach: The method to be used
Program of work: How this works out in realtime
Resourcing: from client as well as consultancy
Management: how the project is to be managed
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Exercise 3
Terms of referenceFollowing the meeting with Thomas, please draw up terms of reference:
- Define who is the client- Select a shortlist of issues- For each issue, formulate a deliverable
(Do not discuss the « How » at this stage)
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Course program
2. Working in teams
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Teamwork in consulting: 3 comments
1. Without teamwork we cannot be successful
2. We are part of a multitude of teams
3. Stress levels in our work are high
Why ?
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Key challenges for teamwork in consulting
We lack power We are often squeezed between the firm and the
client We are who we are Clients make our lives difficult
Stress levels are high
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Course program
3. Client handling
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Seven vital signsof a healthy project and client relationship
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Seven vital signs
1. Stakeholders are committed
2. Business benefits are realised
3. Work and schedule are predictable
4. Project team is high performing
5. Scope is realistic and managed
6. Risks are mitigated
7. Team member benefits are realised
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Vital sign 1: Stakeholders are committed
• Executive incentives tied to project results
• Investments are made in change management and training
• Stakeholder management plan in place and fully implemented
• No executive sponsor visible• People resisting or even
sabotaging efforts• More energy put into resisting
than supporting ideas• No “experts” available
Unhealthy signsHealthy signs
ActionsStakeholder management plan is fully implemented and maintainedThe right sponsor is appropriately engaged Regular Steering Committee meetings are being held, decisions and
actions are being taken in a timely fashion and are effectiveAll appropriate stakeholder groups are effectively represented
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Governance and project team should be fit-for-purpose and stakeholders managed proactively
Project team
Steering group
Stakeholders and key users
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Vital sign 2: Business benefits are realized
• A compelling reason exists to implement
• Focus on best net downstream benefits, not just cost
• The expected benefits are measured and shared
• “Why are we doing this ?”• “This is costing too much”.• Focus is on executing the plan,
not achieving benefits.
Unhealthy signsHealthy signs
ActionsThe business case is clearly and convincingly articulatedThe solution will appropriately support the desired outcomes and
costsThe quality of work products is appropriateBenefits tracking is ongoing and meaningful
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Vital sign 3: Work and schedule are predictable
• Everyone gives the same definition of deliverables
• Good evidence and sense of control• Slippage happens only when
predicted, and is readily dealt with
• Can’t describe what finished means
• Uncontrolled - poor plans, controls, tracking mechanisms
• Slippage comes as a surprise
Unhealthy signsHealthy signs
ActionsProject plan is accepted and used, and there is confidence in
progress report accuracy and estimates to completeMilestones and deliverable acceptance criteria are acceptedApproach is appropriate and followedAppropriate resources are scheduled
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Vital sign 4: Project team is high performing
• Individuals and groups are supporting each other
• Energy is high and positive• High levels of collaboration• The team is diverse
• The tension can be felt• Low energy and enthusiasm• Turnover is high• Working conditions are poor
Unhealthy signsHealthy signs
ActionsAppropriate breadth, depth and calibre of skills are engagedMorale, motivation, energy and collaboration across teams are highEnvironment and facilities support productive and effective teamworkRoles and responsibilities are clear
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Vital sign 5: Scope is realistic and managed
• Evidence of ongoing healthy challenging and negotiation
• Active issues log on scope items• Written agreements and work
statements regularly reviewed and updated if needed
• Scope is seldom challenged or discussed
• Scope issues and problems brushed off
• Scope issues are not tracked in writing
Unhealthy signsHealthy signs
ActionsScope management plan is implementedOrganizational, systems, and geographic boundaries are definedScope exclusions/assumptions are clearProposed/agreed changes to terms are appropriately reflected in
costs, schedules and responsibilities
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Vital sign 6: Risks are dealt with
• Documented plan is executed• Test-it-first tactics• Active probing for problems
versus just waiting for issues to come up
• Avoiding issues is the norm• All-or-nothing tactics• Wait and see attitudes
Unhealthy signsHealthy signs
ActionsRisk management plan is fully implemented, maintained and supportedRisks are proactively sought in meetings and discussions and are
dutifully identified, documented and assigned for follow-upRisk tracking and reporting are appropriate and timelyMitigations are effective
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Vital sign 7: Team member benefits are realized
• People feel they are learning• Good press is being created• The right balance of emphasis on
project benefits than project costs
• Good staff want to leave the project
• Negative remarks about doing the work
• Staff overworking to catch up
Unhealthy signsHealthy signs
ActionsIt is clear how the project will help the reputation of change agents in
the businessIt is clear how project will help team members’ careersProject is recognized for how it will contribute to Elixir’s success
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The 7 Vital Signs can be a useful engagement management tool
RAG
R
R
A
G
R
A
G
Stakeholders are committed
Business benefits are realised
Work and schedule are predictable
Project team is high performing
Scope is realistic and managed
Risks are mitigated
Team member benefits are realised
E.g. Comments
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Rights and duties...
Are the two faces of the same coin.Duties are what we owe to others, whileRights are what they owe to us, such as:
Honesty and integrity Respect Keep promises Keep informed
Remember that you can demand them from others only if you offer them yourselves. This applies to colleagues as well as clients
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Educating clients
Focuses on results Thinks about what can be done right now Measures progress against milestones Never moves the goalposts Is involved and available Keeps asking questions Is not afraid to appear stupid Is able to take decisions along the way Does not accept the easy options Expects nor accepts miracles
A good client :
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The Ball Game
Two teams: Red Team and Blue Team Both teams write a list of objections or unpleasant things
that clients have told you – or that you hope clients will never tell you
Someone in Blue Team throws the ball to someone in Red Team. An objection follows. RedTeam will answer. Answer will be debated and points will be awarded for quality of the answer.
One team will win.
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Course program
1. Problem solving
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Main learnings
1. There is great value in adding structure to business problems.
2. The method has two phases: opening up (to better understand the problems) – and closing down (working towards solutions).
3. This method is international best practice. However, it is up to each of us to use the method effectively.
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The logic and fact-based problem solving loop
Problem definition and Breakdown
Synthesisand Recom-mendations
Client problem?
Issue Analysis and Work Planning
Hypothesis Formulation
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The method has four main stages
1. Problem Definition and Problem Breakdown
2. Hypothesis Formulation
3. Issue Analysis and Work Planning
4. Making Solution Recommendations
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Some benefits of the method
By employing this method, we aim to avoid some difficulties that are common in the consulting business: Expansion of scope of the engagement - scope creep. Lack of focus and waste of time at the start. Jumping to conclusions. Endless analysis – especially before it is clear what
precisely the purpose of the analysis is. Deadlock due to scarce resources.
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The main elements of the method
1. It starts with the business need. In fact, a lot of time is spent on finding out what the problem is that we now decide to address.
2. It is highly structured.
3. The tension between intuition and data. Data collection in this method only happens at stage 3 – Issue analysis (not before).
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Let’s start out with a few definitions
A Problem is the difference between today’s situation and a desired future situation (so it can be an opportunity too)
A Hypothesis is something that « perhaps a client should do » to bridge the gap between current situation and desired situation (this is where creativity is required)
An Issue analysis is a series of questions that must be answered to prove or disprove a hypothesis
A Recommendation is an action to solve a problem; a sentence that starts with the words: « You should »
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The method: steps, tools and outputsSteps 1 2 3 4 5
Problem definition
Problem breakdown
Hypothesis formulation
Issue analysis Recommen-dations
Tools Criteria Problem forks
MECE
Criteria Issue forks
Work plans
Criteria
Outputs Sub-problems
Hypotheses Research
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Successful problem-solving is dependent on a good problem definition
Clear definition of problem to be solved / opportunity to be exploited
Five characteristics of good problem definition
1.A thought-provoking question or statement
2.Specific, not general3.Actionable and debatable4.Often includes measures on the gap
between “what is” and “what should be”5.Provides focus to you, your team and
your client
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The next step is to think and work logically using problem forks
Problem forks help you to:
Reduce a complex problem into a group of smaller simpler problems
Better structure your experience base and increase its value
Identify the key forces in play / drivers
Save energy by prioritizing and focusing
Guide and coach colleagues and clients
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How do you create these forks?
You create good problem forks by:
Starting at 30,000 feet and zooming in
Realizing that there are different angles to look at a problem
Use your client’s language!
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The sub-problems in an effective problem fork must be Mutually Exclusive, Collectively Exhaustive
A MECE problem fork helps you to see all aspects of the problem and only look at each aspect only once …
… as well as avoid missing a possible important part of the problem.
… and so avoid looking into the same thing twice…
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Exercise 4
Problem definition and breakdown - In exercise 3 you have formulated some issues for Tanika.- Choose two of these issues and produce good problem
definitions.- For both problem definitions, please produce problem
beakdowns. Go at least two levels down.
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Course program
2. Creativity techniques
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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The logic and fact-based problem solving loop
Problem definition and Breakdown
Synthesisand Recom-mendations
Client problem?
Issue Analysis and Work Planning
Hypothesis Formulation
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Generating ideas (1) : brainstorm
Suspend judgment - go for quantity, not quality
Start individually, then share
Build on others’ ideas or combine them
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Generating ideas (2): Creativity templates
1. A second method for idea generation
2. Adds structure to the work
3. The templates are patterns in the content of new ideas
In essence, the template method replaces an open-ended divergent thinking task by an analytic convergent thinking task
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Some templates and examples
1. Another dimension*2. Feedback*3. Merging*4. Remove tension*5. Segmentation*6. Taking out*7. The other way round*8. Turn lemons into lemonade*
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An early hypothesis serves as a guiding light for you, your team and your customer
Use your experience efficiently Limit the number of analyses Make problem solving process transparent Focus on actionable recommendations
Hypothesis
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Five tricks to turn problem forks into hypotheses
1. Judgment and experience
2. Intuition
3. Educated guesses
4. Involve your client
5. Be practical
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It is important for both you, your team and your clients to have a clear hypothesis early on
For the client effort For you and your team
Helps clients understand the focus of the team and gives them opportunity for feedback (so avoids resistance to your recommendations at a later stage of the engagement)
Focuses attention on impact (as opposed to having an interesting conversation)
Reduces the analytical work by focusing only on areas that are critical, and impact the client
Helps you and your team to concentrate on the essence of the problem (move the mountain rather than kick the small stones)
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Steps 1 and 2 summed up
Sub-problem 1
Sub-problem 2
Sub-problem 3
Sub-problem 4
Problemdefinition
Hypothesis 1
Hypothesis 2
Hypothesis 3
Hypothesis 4
MECE
Option 1AOption 1B
…
Option 2AOption 2B
…
Option 3AOption 3B
…
Option 4AOption 4B
…
Brainstorm Not guaranteed ME
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Exercise 5
Hypothesis formulation- In exercise 4, you defined a number of sub-problems.- For two of those, please create a list of hypotheses- Use both the divergent and the convergent methods
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The logic and fact-based problem solving loop
Problem definition and Breakdown
Synthesisand Recom-mendations
Client problem?
Issue Analysis and Work Planning
Hypothesis Formulation
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Issue analysis asks the question:
What assumptions are we making that
need to be true - for this hypothesis to be
true?
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Issue analysis: how to do it
Break down the assumptions - create issue forks -
like we created problem forks during the problem breakdown phase
The results of issue analysis will point us to the detailed analysis that needs doing in the work plan
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Shape of the work planSub-problems Hypotheses Analyses Data sources End product Responsibility
and due date
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CommentTricks
Six tricks to make good work plans
Do not wait any longer. This is finally analysis time
Revise, update and improve your hypotheses as you work through the data
Be specific about what analysis to do and the sources to useBe disciplined - deliver on time
Push detailed work plans out only 1-2 week ahead. Don’t write an encyclopedia (!!!). Keep it simple. Take piece by piece
Start early
Often
Specific
Milestones
Simple
Right order Prioritize the issue fork. It’s easier to handle and simplifies design of the work plan
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Things to checkWhat
Facts
Findings
Recommen-dations
Hypotheses
Check the quality and validity of your work
Consistency of information Quality of data sources Reasonable assumptions Clear and organized backup and worksheets
Relative sizes of elements Sensitivity to changes in key variables Cross-check vs. relevant reference
Consistency of frameworks used (e.g., MECE) Logic flow vs. leaps of faith
Viability Impact if customer executes
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Exercise 6
Issue analysis and work planning- For two of the hypotheses that you developed in exercise 5,
please produce an issue analysis- For one of the issue analyses, try out a work plan
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Course program
1. Choice of recommendations
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Giving clear and actionable recommendations is an art form - here are four clues
Very seldom there is only one solution to a client’s problem – one solution can be a symptom of not enough problem-solving yet
1
It is vital to have a clearly defined filter when prioritizing between alternative solutions3
If you cannot explain the essence of your overall recommendation in 15 seconds, you still have more work to do
4
The best solution can sometimes emerge from combining elements of alternative solutions
2
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Recommendations need to meet a number of criteria in order to be valid
Achievable
AcceptableAdeq
uate
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Recommendations must be adequateAd
equa
te
Are they logically valid – if implemented, will they solve the problem?
Will they address the situation we were asked to address in our Terms of Reference?
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Recommendations must be acceptable
Acceptable
How well would they fit with the client’s values and group’s culture?
To what extent is it in the client’s personal interest to adopt them?
How would we get the client into a state of readiness for them?
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Recommendations must be achievable
Achievable
How clear is it what actually needs to be done? Has the organisation got the capability to implement
them – what support would be required? To what extent does the motivation exist to
implement – and what are confidence levels for doing so?
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Prioritizing recommendations
Benefit
Diff
icul
t
E
asy
A
CB
D
Size of circle = Cost to
implement
Low High
Ease
of i
mpl
emen
tatio
n
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Exercise 7
Making solution recommendationsBased on what you now know:- Make a list of some of your key recommendations- Prioritize this list, in terms of ease of implementation /
benefits
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Course program
2. Structuredcommunication
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Structure your communication
Start withthe end
A pyramid of Why’s and How’s
« Necessary and sufficient »to carry the argument
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Lead from the front– Hits the public with the answer first
– Organized by recommendation
Recommendation A
1st reason for A
Recommendation B
1st reason for B
Recommendation C
1st reason for C
Way forwardIntroduction
2nd reason for A
3rd reason for A … …
Supporting table in appendix
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Storytelling
Developing a story: choosing a perspective Generic shapes of stories Five techniques of telling: what / when / time & cost Classic storyboarding
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Creating powerful .ppt’s
1. Visuals, strip it down, headline
2. Language
3. Nonverbal communication: your own appearance, gestures
4. Voice
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Rules of memorable communication
Keep it simple Use visual aids, not handicaps Two way communication is more effective
than one way Presentations are show business People remember stories Remember the WIIFM factor
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Course program
3. Change management
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Roadmap
Change projects are always difficult and often fail
Three messages Create Buy-In! Deal with resistance
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The fact of the matter is…
20%
63%
17%Not
successful Considered successful
Temporary successbut not sustained
Change programmes often start well… but usually don’t sustain the benefits
WHY?
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Message 1: break it down
Changing.....Incremental Less difficultProjects
ProceduresStructuresStrategiesGoalsCulture Transformational Most difficult
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Message 2: create dissatisfaction
C : (ABD)>X
whereC = change
A = level of dissatisfaction with the status quo
B = clear desired state
D = practical first steps towards desired state
X = cost of the change
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Message 3:
1. Make sure that you are clear about the benefits that will arise for each of the stakeholders. This is where you need the completed stakeholder analysis.
2. Make sure you create buy-in for each individual - before you present to groups
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How to deal with resistance depends on its cause
2.Unable
3.Unwilling
1.Unknowing
Resistance
• Re-framing• Persuasion• Negotiation• Confrontation• Sanctions
• Training• Support
• Communication
Re-framing model• Listen• Understand• Validate• Explore new perspectives
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Exercise 8
Presenting to clientThomas has let you know that his team would like to hear what you have to say about Tanika. He has invited you to an informal briefing.
- His expectation is that you will share some of the recommendations that you have formulated.
- You may want to create « buy-in » for some of your recommendations.
- You may also use the meeting for any other purpose.
- Each team will present in the main room for 15 minutes. One team will be the winner.
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Course program
6. Closure
2. Entry
3. Contracting
4. Diagnosis
5. Intervention
1. Introduction
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Closure activities should include...
Extension or disengagement ? Transfer knowledge – handover Completion - draw a line Invoice!
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Each party has a role to play
• Formally review results• Check sustainability• Arrange follow-up visits• Capture contact details• Final invoice
• Team ‘wash-up’ meeting• Give/get feed-back on
individual performance• Add experience to CVs
• Log the benefits achieved• Record ‘lessons learnt’ and
new tools and techniques• Write case study• Update systems/records
Closure
Client
People Firm
Permission for use as reference site
for future marketing
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Collective action planning
1. Complete the Best Practice Manual2. Make it accessible to yourselves and to your
colleagues3. Use the tools and techniques. Each time you
use the BPM, post a comment 4. Keep adding to the BPM
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Continuous professional development
Do it: it’s the one sure way to stay relevant and employed and increase your value to clients.
The Institute of Consulting (www. iconsulting.org.uk) offers a structured professional development framework to support professional development.
Also, clients are increasingly requesting evidence of professionalism from their consultants
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Qualifications
Qualification is essentially about risk reduction: it reduces the perceived risk of using consultants who have obtained such a qualification.
A new set of professional qualifications will be available as from September 1st 2012. The CMC stays unchanged.
Three levels of qualification are available : Award, Certificate and Diploma.
Qualification requires f2f work + distance learning + self-study, and is followed by grading.
(elevationlearning is an approved center for IC training)
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Example: Level 5, the AwardLevel 5 Award in Professional Consulting Learners must complete one unit to a minimum of 7 credits
Unit Name Credits Study hours Req’d
of which GLH
An Introduction to Consulting Essentials 8 80 30
Planning and managing consultancy interventions 8 80
The client relationship 8 80
Communication for consultants 7 70
Problem solving tools and techniques for consultants 9 90
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Some good books1. Rasiel, Ethan M and Friga, Paul N, (2002). The McKinsey Mind. McGraw-Hill.
ISBN 0-07-137429-92. Rasiel also has published an earlier book, The McKinsey Way.3. Minto, Barbara, (1987). The Pyramid Principle: Logic in Thinking and Writing.
Pitman Publishing. ISBN 0-273-61710-9.4. Block, Peter, (2000) Flawless Consulting: A Guide to Getting Your Expertise Used
University Associates, Inc. ISBN 0-89384-052-1.5. Maister, DH, Galford, R, Green, C, (2002). The Trusted Advisor. Simon &
Schuster UK Ltd. ISBN 0-7432-0776-9.6. Markham, Calvert, (2007). Practical Management Consultancy. Croner. CCH
Group Ltd. ISBN 1-84140-329-67. The Economist Pocket Style Book, The Economist Publications Ltd.