New Era Consulting skills

EFESO © 2016Istanbul - Lisbon - Mexico City - Milan - New Delhi - New York - Paris - Riyadh - São Paulo - Seoul

Shanghai - Singapore - Saint Petersburg - Stockholm - Tokyo

Abu Dhabi - Amsterdam - Atlanta - Barcelona - Berlin - Birmingham - Brussels - Budapest - Buenos Aires - Cairo - Galway - Gothenburg

NEW ERA CONSULTING SKILLSDR. HESHAM DINANA

2EFESO © 2016EBRD Competitive Consulting - Tiblisi

V U C A


Volatility, Uncertainty, Complexity & Ambiguity

Your Business Needs Leaders who are prepared for EVERY NOW & WHEN


DISRUPTION URGENCY


INSIGHT


NEW ERA SKILLS !!!!

Synthesize and See Patterns

TheKNOWELDGE

Worker

Be Creative

Be a Good Team Member

High Ethical Standards

ProductiveTake Leadership Role

Solve Complex ProblemsHighly Skilled Technically


THE POWER OF 1% !!!!!!What happens when you do 1% BETTER or WORSE every day for a year


What happens when you do 1% BETTER or WORSE every day for a year


The CONSULTANT as a LEADER


“Maslow’s Hierarchy of Needs” with a twist- A new reality!


BUSINESS TRENDS

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CHANGINGLIFE STAGES

CONNECTIVITY

CONVENIENCE

ETHICS

EXPERIENCE &ENJOYMENT

HEALTH &WELLNESS

INDIVIDUALITY

TRUST

VALUE

Understand consumer trends in order to develop competitiveadvantages

Canadean’s Consumer Trend framework

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Aspiration

Beauty

Better Value

Busy Lives

Changing AgeStructures

Changing Lifestages

Connection

Experience Seeking

Fun & Enjoyment

Individualism

IndulgenceMedia

Technology

Trust

Urbanization &Migration

New GenderBehaviors

Personal Space & Time

Quality Seeking

Health

Ethics

MEGA-TRENDS:

CHANGINGLIFESTAGES

CONNECTIVITY

CONVENIENCE

ETHICS

EXPERIENCE &ENJOYMENT

HEALTH &WELLNESS

INDIVIDUALITY

TRUST

VALUE


ZOMBIES INC.

THINKERS INC.


The CONSULTING QULAITY Cycle


Consulting Process Digitization

Client & Market Digitization

Consulting Data Digitization

CONSULTING DIGITIZATION


CONSULTING DIGITIZATION


Clients complain that the consultants from thewest do not recognize how sophisticatedtheir businesses have become and continueto overcharge them for generic solutions.

Many clients are unable totell the difference betweenfirm types, cannot articulatetheir needs, and arereluctant to pay developed-markets rates – or even topay emerging – marketrates in a timely manner.

Clients don’tnecessarily valuethe services oflocal consultants

Consultants treat theCLIENTS like a cashcow, rushing into themarket withoutbothering tounderstand it andoffering clients cut-rate services at full –rate prices

Clientsno longer going to be

satisfied withsubstandard solutions

and substandardpeople being sent totackle their biggest

challenges.


What are clients working on?The projects clients expect to be undertaking in the next 12 months

Increasing productivity/improving process efficiency

Need to exploitopportunities for growth

Need to improve existing technology

Taking advantage of new technology(e.g. digital, mobile, cloud)

Need to be better prepared for risks

Responding to regulatory change

Simplification – the need to reducecomplexity in your business

Need to cut costs

Businesstransformation – Widespreadchange to your underlyingbusiness

Increasingly internationalsales or operations

Need for culture change

Merger oracquisition

94%

91%

84%

84%

84%

83%

83%

78%

55%

81%

80%

80%


OPPORTUNITIES

CUSTOMERSOPHISTICATES

IMPLEMENTINGIMPLENTATION

BIG GROWTH FOR BIGPROJECTS

SPECIALISM &KNOWLEDGE X-FER

ALL IN THE FAMILY

THE CONSULTANTYOU KNOW

1

4

5

6

2

3


BLOCKERS

3

2

1

5

4

CONSULTINGVANISHING MIDDLE

PRESSURES ON PRICES

UN-EVEN MATURITY

TOP NOTCH SERVICES

FINDING TALENT


CONSULTING MODEL COMPONENTS

PRICINGDELIVERY

INTEGRATIONCLIENT INVOLVMENT

CONSULTINGMODEL

COMPONENTS

1

4

2

3


PRICING


THE END OF TIME AND MATERIALS INVOICING

43%45%46%

ACROSS DIFFERENT MARKETS

ACROSS DIFFERENT INDUSTRIES

ACROSS DIFFERENT PRACTICES


PAYMENT LINKED TO KPIs

52%57%58%





BE MORE ACCOUNTABLE


DELIVERY


ON-SITE DELIVERY VS. REMOTE

64%70%72%





EMPLOYEES VS. FREELANCERS

62%67%70%





TRIED & TESTED METHODOLOGY VS. INNOVATION

46%43%45%





BE THERE & INNOVATE


INTEGRATION & INVOLVEMENT


BROAD-RANGE OF SERVICES VS. NARROW EXPERTISE

57%55%50%





FROM ADVISE TO IMPLEMENTATION

60%69%68%





CONSULTANTS ARE MORE THAN CLIENT TEAM

48%40%40%





BROAD-RANGE WITHIMPLEMENTATION


GROW fastor

DIE slowMcKinsey & Co April 2015


NOW

NEW

NEXT


Now, New, Next:How growth champions create new value

NOW NEW NEXT

Description

Actions

Growth from newniche, categories,

segments, Focusingon fast growth

- Be Accountableaccept working on

KPIs for clientconsulting ROI

- Provide Insight

- ImplementImplementation

Growth from newproducts

Innovating offsomething that works

- Start Digitization

- Work in TANDEM

- Develop & RetainTalent

Growth from newbusiness models

Inventing somethingcompletely new

- Innovate on allConsulting

Business ModelElements

- EmbraceDigitizatio to itsfullest potential

2017 2018 2020Time


The greatest danger for most ofus is not that our aim is too highand we miss it, but that it is too

low and we reach it.

Michelangelo

New Era Consulting skills

Business

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