yet al es y greatest strength as a consultant is to be ignorant and ask a few qui Peter F. Drucker (1909-2005), US management consultant and author aa Ceara consulting eed Raa ee Ellipsis eeu peer rena Pet rT pinatesrs Operations consulting LY Discuss these questions. 1 What sort of services do management consultancies provide? 2. Why do you think companies might hire management consultants? 3° What are the implied criticisms made about consultants in the comments below? 4 If these are the consultants’ answers, what questions did the companies originally ask? Top five things you'll never hear from your consultant 11 Idan't know enough to speak 2 How about paying us based on intelligently about that. the success of the project? een ee (© Retualty, the only difference is that) about writing long reports \ we chatge more than they do. ig tong rep = (sven loots Oto ne. You ay dot neede.) Ed complete the extract below about consultants using words and phrases in the box. [best practices brief deliverable implementation operational performance scope specialised expertise tangible techniques and method: Management consultants can help organisations to improve their They can provide external, oblective advice and which companies do not have in-house, Because consultants work with multiple clients, they are also aware of industry ‘Companies typically hire consultants to help with financial management, human resources services, IT change management, strategy development and improving, * efficiency. mPeter Sirman Wotch the interview on the DVD-ROM. UNITS >» CONSULTANTS Consultants generally use their own in order to identify problems, and recommend more effective and efficient ways of working. In the past, a consultancy’s main ” on a project was generally the report. Nowadays, clients want more " and practical approaches to helping them stay in business. Critical, therefore, tothe success ofa project is agreeing the objectives and. * ofthe work, together with the benefits to be expected and how they will be measured, Clients need to provide as clear a * as possible, which identifies the value thatthe project will bring, 4) co2.41 Listen to the first part of an interview with Peter Sirman, Head of Operations Consulting at the PA Consulting Group, and complete each gap with between two and four words. Peter Sirman uses the phrase * "to explain what operations refers to. The first step in the consultation process is to find out what the company toits customers and to see how well they'te actualy doing that. Operations is essentially about. *, so it’s important to understand what the customers want to ensure that the company Is providing a *, product that they lke, and that this is happening every time to the right ? Therefore, the consultants begin by talking to customers. These are quite detailed conversations about the © that the customers value. This information can be used later to a the company is delivering services and products, +4) c02.02 Listen to the next part of the interview and decide if these statements are true or false. Correct the false ones. 1 The technique mentioned is called Value Stream Planning, 2. tis used to analyse all processes needed to deliver the goods or services. 3 The technique looks at the amount of money spent an each stage of the process. 4 helps to identity where problems arise and any duplication of processes. 4) 02.43 Listen to the third part of the interview and answer these questions. 1 What s the second phase of the consultants’ work? 2 What type of advice might the consultants give a company at this stage? 3 What term is used forthe time period between the beginning and end of a process? 4 What information is used to set targets? 5 Whatis identified in the second step? ‘40 c02.44 Listen to the final part of the interview and make a note of the three options that Peter Sirman mentions for improved performance. +4) c02.44 Listen to the last part of the interview again. How do Peter and his team try to win support for their recommendations? Discuss these questions. 1. Why might the client staff be resistant to some of the ideas presented by operations consultants? 2 How can a company overcome this resistance? 3 How can consultants go about building trust when advising a company? 75UNITS >» CONSULTANTS 16 THE CONSTANTS HANDBOOK PART TES BONEN ESSENTIAL FOR THE SUCCESS OF YOUR PROJECT pent Would you make a good management consultant? Do this quick quiz and find out. Then turn to page 150 to check your answers. 11 Asa successful consultant, you should be familar with management thinking, most ‘0 that you can impress people with how well-read you are. So wich of these is NOT ‘a management guru? CK. Prahalad b) Henry Mintzberg ©) James Dyson d)Tom Peters e) Rosabeth M. Kanter 2 0 you ike the idea of geting pal for tein others what to do? 3. Aspartof the recruitment process, consultancy fms often give candidates loge puzzles, How would you answer tis question: Why are mantole covers typically round? Do you enjoy tis soto task? Read the extract on the opposite page from a blog about a day in the life of a management consultant, then answer these questions. 1. What type of project isthe consultant working on? Why do you think a client might choose a consultant for this type of project? 2 3 How many formal and informal meetings does the consultant attend? 4 What impression does the blog give of the consultant and his attitude to the work? 5 ‘what evidence is there to suggest the client is happy with some aspects ofthe project and less happy with others? 6 What setbacks and surprises were there during the day? Match the words and expressions in bold in the blog with these definitions and synonyms. 1 finishes a job, meeting, etc. puts things into bags, et. ready to finish work at the end ofthe day read, look at or explain something quickly decide on an agreement, contact, ete. afte a lot of discussion and disagreement read or discuss something in order to make sure itis correct discussion about a job just done in order to gather information follow up with certain people at a later point in time spending time finding out what has been happening while you have been away a tevial detail 20 filled with a large quantity of something. 111 stop being worried or frightened about something. 12 didn't include someone or somethingUNITS >» CONSULTANTS The consultant has often omitted certain words from the blog. This is typical | of informal language use. Find five examples of this. What types of word | have been omitted? Why do you think the writer does this? | | Language reference: elipss page 136 X_ what do you think you would enjoy most/least about this consultant's job? In what ways is it similar to your own daily life? Day in the life of a management consultant [ BLOG | Background | am on fourmember team (manager and three 1 pam. —Team meeting ends Partner wraps up by mentioning associates). We are on an operations turnaround project wih a that theseior lent had some questions recently abou cope focus on petsonne (read: reward the best employees, tain the being too narow (ie. were nat doing enough), and as scheduled average ones, and develop systems to remove or improve the alate aftemoon call with the broader eam (ead: more partes) to underperformers. hammer out tissue. | wonder his means workload wil nase 17:30 a.m,~ Hate alarm wakes me. | automatically reach forthe 1:30 pum. -We're at lunch, and have ited some ofthe four Blacker. The Production team has e-mailed me with PowerPoint member cient team. Through the ast eight wees, we've bul slides sent them the dat for lastnight. Breathe sigh of relief, strong working relationships with them—and through forced 2s this means | won't have to spend two hours this morning socializing have gatten te know them. geting my cent presentation sides ready. 7:45 a.m. —BlackBery buzzes, Manager says 2 pam. — Clint meeting sta. 2:10 pam, ~ CEO enters room. She smiles, shakes each of our hands—I briefly wonder if shel ask me how old | am as she Coke te Shakes mine, But no—the too professional for that. teamunaly messin 2:45 pm. Managers edna CEO though oe my ses the ely she The CEO pins at ap nds “Won ths realy he Bratote ert GBB coriemen you've bean seg” Everyone ates te has (lientis particularly ‘toward me, My time to shine. | quickly share facts and figures that cestcorscus on ths by now ve memorized Marge ashes aleve mie andthe pret content CEO node nsec. sin beck sleep 3 pm, Meeting over! CEO seems hapoy with our findings. ‘Mentions to partner on phone (wth whom she's worked several times before) that once again, he found an excellent tam. CEO says she looks fonard 1o seeing where we'l be by project end :a5 a.m. — Brive at clint headquarters The CFOs cserotay has (nfur weeks’ time). Our team ead hack to our om for a just confimed the CEO's attendance at today's monthly progress post-meeting debrief. ‘meeting. doa quick scan of my e-mails and open the attachment from the Production team. Tankfuly most look good ~ there are the usual typos, mising fotnotes and weird alignment issues to fix but could have been much worse tun lok at my work shins Al are wrinkled, No exta sleep for me 4 pam, ~ Scope issue discussion call with thee partners begin Manager spends next hout in inceasng frustration as partners cannot agree on anything Two of the partners have to leave for another meeting, Finally the lead partner tls us that hel circle 10:30 a.m. Ive fixed al the mor issues with my part ofthe back wit te other two partners to try and reach consensus. We presentation or “the deck’, can now focus an leaning out tetum to ur laptops my nbox It's plled up with e-mails from exteammates eSkng 5:30 pan, — Receive large e-mal attachment from cent team, ‘me question about work I did on past projects, surveys and TE wpgee paver aa ac nerds a a GI uestinraies endo forward fom tends and ote nai. 00 tough te Ga i's mess mis goin to ke haus 12 noon — Team meeting starts. The main partner on our team isto clean up alin in from Toronto today. {6:15 pam. — Manager packs up and suagests we pack up ea. 12:30 pam,— I's my tum to present. carefully run them Tomortoa, we have a busy schedule packed with cient interviews. ‘through the sides—partner has a small nit onthe source fora Weal jump into ata back tothe hotel Managers having a patcular cha. | ealize | left out te footnote, Damn! ‘catch-up cll with our patne.| pan out my night—which wll incude the gym, room-service dnnes, and several hours spent clearing and incorporating the new data in time for tomorrow.UNITS +> CONSULTANTS Negotiating Discuss these questions. 1. What kind of things do you negotiate in your daily life? 2 How effective are these negotiating styles? 4) Playing the ‘tough guy’s being persistent in stating your demands and negotiating {as long and hard as possible until the other person finally gives in ') Being flexible; being prepared to make concessions when appropriate and achieving a win-win situation, although you may not get everything you want Staying ‘silent’; pausing between sentences, listening more and talking less so that the other person trusts you and is more vulnerable Match these negotiating techniques (1-4) with what the negotiators actually say (a-h). What other negotiating techniques do you know? 1. Explaining the value of a concession, 2 Testing the situation 3 Responding toan unacceptable concession 4 Checking with a higher authority 12) What if take 4,000 units? How much would that cost me? ) Yes, and your sales also increased because of that, right? Let me run this by my boss and/'ll get back to you, OK? @) (see... (lence) €) What would you say if we were to extend the deadline by a fortnight or so? 1) Palke to do business with you, but 'm afraid we're simply too far apart. ) Well pay forthe delivery. In real terms, that’s a saving of about €500. 1) Here she is! Well, iFyou don't mind, our Purchasing Manager will ake over from here, Complete a sales manager’s notes below on making concessions with the words and phrases in the box. What do you think of the advice? understands its full value ‘take-it-orleavest” big concession walk away some sort of compensation willing to make concessions get a concession ‘ALwill one by one Sales negotiations: making concessions Don give the frst Dont assume you have 0 match your ouster convesnons (4 Don's give a concession away without ‘Never give away a concession unless the customer ‘Whatever you do, don't advertise you're me offer is unacceptable - it only creates 1 a 3 4 5 The best time to 1s when you're offering one, 6 7 @ Irthe customer isn’t planning to buy, you need to DL 40co2as, 2.46 Listen to two negoti: 1 How effective were the negotiators? jons and answer these questions. | 2 Which techniques did they use? 3. How would you describe thelr relationships? 78TL Which of these expressions did you hear the supp! UNITS > CONSULTANTS r (S) and the buyer (B) use in Exercise D? Which expressions sound more tentative or polite (1)? Negotiation 1 | was wondering ifyou could deliver abit sooner. Maybe we could talk alittle about terms of payment at this point? We could deliver sooner, provided you paid in cash. | suppose I could look int I I'd have to check with my supervisor fist He'd have to confirm the payment terms, you see, What if we delivered one week earlier and | you gave us...? | think that should be do-able Leave it with me. I'l see what I can do ll waitto hear fom you, then, [Ed Work in pairs to negotiate situations. Use Negotiation 2 Actually, it seems a couple of the products aren't doing that wel It might do better iit wasn't in a 500g container. So, we were wondering whether you'd beable to ‘Our usual price is. But for you, we're offering it at. That's a 5% saving. What would you say to a 10% discount? So, do we agree on €9 per bottle, then? It's always good doing business with you. You'll putt allin writing, won't you? Consider it a deal rent negotiating techniques and expressions from Exercises B and E. When you have finished, discuss how successful the outcomes were. Student A: Turn to page 155, Student B: Turn to page 161, Look at the writing expressions in the Useful language box below. Would you summarising use them with someone you a) know quite well, or b) don’t know very well? teria and Why? Can you think of any alternative expressions that are more formal? conditions E]_ Write an e-mail summarising what was agreed in one of your neg Exercise F. Then check your partner's summary. terms and conditions? Writing fle page 145 OPENING REMARKS. myntting to confirm what we discussed in our meeting / phone call this morning im sending you a copy of our agreement aswe discussed on.. CONFIRMING. Were pleased / We'd ike to offer you Aswe discussed in our meeting/call, our usual terms are Asfor payment and delivery, When tcomes to / Re delivery charges, IW! Gus) lke to point out. WHEN THINGS Go WRONG \f (this happens), please remember / don't forget that . Incase .. please remember. [MAKING A REQUEST Could/Can you please confirm your order by e-mail as soon as possible? Cauld/Can you confirm... please? Thanks. ions in id you describe the same CLOSING REMARKS. any questions, just phone/e-mail me, Please let me know i. Looking forward to doing business with you (again)New market opportunities Pee nee RO eau Cr DTC Ur ire Ee ues Casestudy | 0 Background Pon ecu tUr econ) oe nee Peg ee eon ee ae en peer cee ye Pena Perey Seer networks and become a global operator focused ee een) Pea advantages of Baja-tel sits low-cost model, which ir Preliminary meeting Work in groups of two pairs However, Bajai-tel must contend with competition from other foreign operators in the African market The valuation ofthe South African network is US $24bn, but a deal could be rejected on freer seers ceed ‘government, which regards South African SANphone ‘asa national champion. Renee ae eee ae infrastructure and productivity. Together with Brazil Benn er Ts Pe een ee Ly Cree eee er eu cs Drom ae Say oes You are in a meeting to discuss telecom opportunities in the ican market. Annabel Kuper, a ju presented the preliminary feasibility report have a 20-minute break in which you can Look at the meeting agenda Students A and 8 40.02.47 Listen to a meeting between one Carstens, Annabel Kuper and Sunil Sukkawals, C of the opportunities and challenges you consultant from Heiting already item 1 an the agenda. You now our respective part n before you stat the mi sultants at HeitingaT-com, Turn to pag f Bajaitel, Turn to the consultaney’s senior partners, Jeff lef of Finance at Baja-tel. Make ar in working with the new IndianHeitinga T-com Consulting Meeting with Bajaj-tel 1 Presentation of the preliminary feasibility study: the Bajaj-tel project in South Africa v 2 Immediate deliverables required of the consultancy, e.g. an in-depth research study? Discussion of estimated schedule and cost. Long-term deliverables required by the client, e.g. implementation and follow-up 4 The project management team ~ in case of implementation 5 Confirmation of Heitinga T-com’s fees, e.g. Preliminary feasibility study, meetings, etc. Negotiation Writing day, but the Baja-tel ney changes atthe co y. Study your information s and prepare your strategy before you Oe ee eae negotiate with your client. You will need to 5 advisors, implementation, et ck anything that was agreed in piste aslvaet alata ates creas Lp the network in 12 months’ time, interruptions. les the same eee ee ey tiating team your client summarising the main points of the negotiation. has nol arvad fore use thelr C See ea ene ee ere ener Heitinga T-com. Turn to page 154 See eo on Students C and D:You are Bajaj-tel directors SM eed Turn to page 162.