Consulting Process

Consul ng Process
Overview
Prepara on
Deni on
Structuring
Analysis
Synthesis
Prepara on Phase
Pr De St An Sy
Mee ng with a client.

Research and Plan. Bring the right tools. Be professional. Ask questions. Always follow-up.
Pr
De
St
An
Sy
Understand the company/ community and industry.

Client: Short History Vision/Mission Goals in the Next 5 years Company Values Products/Services Target Market Value Proposition Financial Standing Current Priority Areas
Pr De St An Sy
Understand the company/ community and industry.

Industry: Competitors Customers Suppliers New Entrants Recent News Industry Growth
Pr
De
St
An
Sy
Deni on Phase
Pr De St An Sy
If I had only one hour to save the world, I would spend fty-ve minutes dening the problem, and only ve minutes nding the solution. -Albert Einstein
Alice came to a fork in the road. 'Which road do I take?' she asked. 'Where do you want to go?' responded the Cheshire Cat. 'I don't know,' Alice answered. 'Then,' said the Cat, 'it doesn't matter." -Lewis Caroll, Alice in Wonderland
Dene the problem.

A. Facts List the relevant facts. Include preliminary research, if necessary. Group similar facts together. B. Stakeholders - Who are the stakeholders? - What is at stake for them in this problem?
Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles
Pr
De
St
An
Sy
Dene the problem.

C. Objective - What do you hope to achieve? D. Problem Statement - Succinctly summarize the problem in 1-2 sentences - Could be a statement or question (why or how) - Covers most of the relevant problems - You don't have to cover all the facts.
Pr
De
St
An
Sy
Dene the problem.

D. Problem Statement - Must be SMART (specic, measurable, actionoriented, relevant, and time-bound) - "Problem" is not necessarily negative. It could be a forward-looking challenge. - Don't be either too general or too specic. - Guide questions: - What are the most critical or urgent? - What problems signicantly affect the bottom-line?
Pr
De
St
An
Sy
Dene the problem.

D. Problem Statement - Guide questions: - What do you hope to accomplish at the end of the consulting engagement? - What it's not... - symptom - statement of fact
Pr
De
St
An
Sy
Dene the problem.

Don't rush this process. Be as specic as possible. Develop alternative problem statements then compare. Ask for your client's point of view.
Dene the problem.

Tim Brown, IDEO: If you dont ask the right questions, then youre never going get to the right solution. I spent too much of my career feeling like Id done a really good job answering the wrong question. And that was because I was letting other people give me the question. One of the things that Ive tried to do more and more and I obviously have the opportunity to do as a leader is to take ownership of the question. And so Im much more interested these days in having debates about what the questions should be than I necessarily am about the solutions.
Example:
Mess: Kenny Rogers Katipunan branch becoming a student study/meeting place because they can eat and work at the same time. Customers overstay. At peak hours, it is difcult to nd a table.
LS 138: Co, Cruz, Kho, Paala, Regner
Example:
Facts: Study Place Preference Matteo is the most preferred study place Kennys has been visited by 47% of respondents, but only 7% visit it most frequently The Coffee Bean has been visited by only a third of respondents, but garnered the second-highest score for most frequently visited study place. Starbucks falls in the middle in terms of preference.
Example:
Facts: Important Amenities
Example:
Facts: Customer Insights Kenny's: It can be very noisy and crowded sometimes... not the atmosphere for learning." Matteo: There is an option to study alone and in groups. There is sufcient table space to lay out your things. It can be hard to get tables. Low Turnover Lower table turnover than similar casual dining competitors
Example:
Stakeholders
Example:
Perspective and Objectives: Kenny Rogers: Maximize prot through ensuring customer value through serving good food. Problem Statement: How can Kenny Rogers Katipunan increase their student table turnover rate without decreasing the value given to said customers in one year?
Structuring Phase
Pr De St An Sy
Structure the problem.

Issue Tree Graphical structure of the problem Start with the problem statement How to do it: Keep asking "why" or how" Go from the key question to the analysis MECE (Mutually Exclusive and Completely Exhaustive
[powerful-problem-solving.com]
Pr
De
St
An
Sy
Pr
De
St
An
Sy
Pr
De
St
An
Sy
Structure the problem.
Pr
De
St
An
Sy
Priori ze the issues.

Pareto Analysis 80/20 Rule Step 1: Identify and List Problems [Issue Tree] Firstly, write a list of all of the problems that you need to resolve. Where possible, talk to clients and team members to get their input, and draw on surveys, helpdesk logs and suchlike, where these are available. Step 2: Identify the Root Cause of Each Problem [Issue Tree] For each problem, identify its fundamental cause. Step 3: Score Problems Now you need to score each problem. The scoring method you use depends on the sort of problem you're trying to solve.
Pr De St An Sy
Priori ze the issues.

Step 4: Group Problems Together By Root Cause Next, group problems together by cause. For example, if three of your problems are caused by lack of staff, put these in the same group. Step 5: Add up the Scores for Each Group You can now add up the scores for each cause group. The group with the top score is your highest priority, and the group with the lowest score is your lowest priority. Step 6: Take Action Now you need to deal with the causes of your problems, dealing with your top-priority problem, or group of problems, rst.
Pr
De
St
An
Sy
Make the work plan.

Inception Report Project Management Gantt Chart/Timeline Team Structure and Work Breakdown Project Deliverables Project Scope Scope Creep
Pr
De
St
An
Sy
Formalize engagement details.

Memorandum of Agreement Will ensure that each party understands what is needed from them BCG: We deliver what we promise on the target date Client: Provide us with needed information and reimburse our expenses OSA Project Proposal What to put: What the project is about What the project is aiming to do Timelines and name of client Approvals: EB Mentors OSA
Pr De St An Sy
Analysis Phase
Pr De St An Sy
Conduct research, assessments, and analyses.

Follow the inception report schedule. Analyze both the business and its external environment. Methods: Client Interview Client Data Survey Internet Research
Pr
De
St
An
Sy
Synthesis Phase
Pr De St An Sy
Synthesize ndings.
Piecing the ndings together to form coherent and data-driven insights Explore options Could use management frameworks to illustrate point: Value Chain Net Present Value GE Matrix QSPM Matrix
Pr
De
St
An
Sy
Align with the client.

Get their input. They will be more inclined to implement the recommendation if they're part of it.
Pr
De
St
An
Sy
Develop recommenda ons.

Keep client's resources in mind. (time, manpower, money, capability,...) Be creative but data-driven. Sample Recommendation Frameworks: Strategy Map Value Proposition Market Positioning Marketing Strategies
Pr
De
St
An
Sy
Present recommenda ons to client.

Be careful with how you frame and phrase things. Clients are naturally protective of their businesses. This does not mean that you should lie. Instead, rene your words to avoid unnecessary negative connotations. Example: Flaw -> room for growth/development opportunity Lack of ____ processes -> informal process Know their style. Do they prefer formal and comprehensive or summarized and direct to the point?
Pr De St An Sy
Summary
Ac vity
Case Analysis
Problem Statement Facts Stakeholders Perspective and Objective Problem Statement ***Issue Tree ***Pareto Analysis ***if you nish early
Abusive Customer: A Case Analysis

After 10 days of verbally abusive and unresolved complaints to his telephone company, a disgruntled customer takes his case to the newspapers. Whether it's the company's fault or not, they had bad PR because of the newspaper article. Because the customer was verbally abusive, the customer service team locked him out after three days, although they also forwarded the complaint to the repair team. Clearly, the repair team was not able to x the client's line. The supervisor would not have been aware of the situation had it not been for the VP's directive to investigate the case. The VP is now left with a multi-stakeholder problem involving the company, the abusive customer, the supervisor, the customer service team and the repair team.

Consulting Process

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Consulting Process

Uploaded by

Copyright:

Available Formats

Consul ng Process

Mee ng with a client.

Understand the company/ community and industry.

Understand the company/ community and industry.

Dene the problem.

Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles

Dene the problem.

Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles

Dene the problem.

Dene the problem.

Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles

Dene the problem.

Dene the problem.

LS 138: Co, Cruz, Kho, Paala, Regner

LS 138: Co, Cruz, Kho, Paala, Regner

LS 138: Co, Cruz, Kho, Paala, Regner

LS 138: Co, Cruz, Kho, Paala, Regner

Structure the problem.

Structure the problem.

Priori ze the issues.

Priori ze the issues.

Make the work plan.

Formalize engagement details.

Conduct research, assessments, and analyses.

Align with the client.

Develop recommenda ons.

Present recommenda ons to client.

Abusive Customer: A Case Analysis

You might also like