Bain岗位职责HowtobeaGreatConsultant
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bc
CU7042898MSA 6 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Unsuccessful Consultants: Bain VPs’ Perspectives
“Unsuccessful consultants...
Mission and Expectations
Consultant expectations and roles are grounded in the Bain mission.
“Paradoxically, team skills are not a way that consultants distinguish themselves. Almost everyone we hire has excellent team skills based on where and how we recruit.”
• Desire to succeed as a consultant
bc
CU7042898MSA 3 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
Agenda
• Key success factors • The function of expectations in predicting consultant success • Managing expectations for new consultants • Evolving expectations for experienced consultants • Key takeaways
This module aims to tell you what you really can expect and what is expected of you.
bc
CU7042898MSA 9 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
…treat the Bain job as an extension of school. Like courses and professors, cases
and team leaders are good or bad. Case work is an assignment, not a personal
bc
How to be a Great Consultant
Developer: Alex Wouterse
Reviewers: Tony Ecock Steven Tallman John Clarke
March 2019
Copyright© 2019 Bain & Company, Inc.
How to be a Great Consultant
If in doubt, ask about the expectations of the people you work with.
bc
CU7042898MSA 5
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Successful Consultants: Bain VPs’ Perspectives
Bain VPs on what it takes to be a successful consultant...
“Few consultants have the total package when they arrive. The best consultants leverage either extraordinary analytical or client skills and then develop the rest over time.”
think they do, or they’re capable of, and they are tiresome to manage.”
bc
CU7042898MSA 7
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
Agenda
• Key success factors • The function of expectations in predicting consultant success • Managing expectations for new consultants • Evolving expectations for experienced consultants • Key takeaways
bc
CU7042898MSA 8 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
Start-Up Expectations
When you start working, you hear different things about Bain and what others expect of you.
• Baseline analytical expertise, but also…
• Excellent interpersonal skills and knowledge of people management –facilitation –motivating others –conflict management
bc
CU7042898MSA 2 Copyright© 1998 Bain & Company, Inc.
How to be a Grcteristics
Great consultants base their success on characteristics that extend well beyond analytical thinking.
• Frank self-awareness of strengths and weaknesses
• Receptiveness to feedback from a variety of sources
• Ability and willingness to act on feedback –training –experimentation –practice
…do not become expert in the functional or industry area they are working in. The clients question their value-added - often from their first interaction.”
bc
CU7042898MSA 4 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Expectations and Differing Perspectives
What people expect of you will depend on their needs and perspective.
“Is he open enough to adapt to the office
culture and influence it positively?”
VP/Manager
“Is he smart enough to get up to speed rapidly?”
“Is she experienced enough to help us solve our problems successfully?”
“You sign up. Then, they tell you what you are really up to.” “Get on a good case. Work for a good manager/mentor.” “If you are not involved in recruiting, that’s a bad sign.” “The first year you will probably do spreadsheets, spreadsheets, spreadsheets.” “A great analyst can get away with lousy team scores.” “Make a good impression on the VPs you are working with. That’s all that counts.”
…do not get out in front of their managers. They are executing another person’s ‘to do’s’ rather than designing their own path. They don’t live up to, let alone exceed, expectations. Their lifestyle is totally reactive. And their morale is understandably low.”
…are arrogant and unreceptive to feedback. They stop three-quarters of the way through the analysis because they are confident it’s right and don’t convince skeptical clients to change.”
“Over time, there is no substitute for the ability to quickly crack a tough business problem/analysis and design/execute an efficient path for gathering the data to back it up. This is what we do day in and day out. It creates client success stories and smooth team operations.”
Agenda
• Key success factors • The function of expectations in predicting consultant success • Managing expectations for new consultants • Evolving expectations for experienced consultants • Key takeaways
mission. Also, they think in terms of ‘us/them’ rather than joining the team and
pulling for the joint cause. As a result, they do not add as much value as they
Office
New Consultant
Client
“What does she bring to the party?”
“Is he a team player?”
Caseteam
“Is he arrogant or can I work with him?”
“Is she cooperative enough to integrate into the team and to add own value quickly?”
CU7042898MSA 6 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Unsuccessful Consultants: Bain VPs’ Perspectives
“Unsuccessful consultants...
Mission and Expectations
Consultant expectations and roles are grounded in the Bain mission.
“Paradoxically, team skills are not a way that consultants distinguish themselves. Almost everyone we hire has excellent team skills based on where and how we recruit.”
• Desire to succeed as a consultant
bc
CU7042898MSA 3 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
Agenda
• Key success factors • The function of expectations in predicting consultant success • Managing expectations for new consultants • Evolving expectations for experienced consultants • Key takeaways
This module aims to tell you what you really can expect and what is expected of you.
bc
CU7042898MSA 9 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
…treat the Bain job as an extension of school. Like courses and professors, cases
and team leaders are good or bad. Case work is an assignment, not a personal
bc
How to be a Great Consultant
Developer: Alex Wouterse
Reviewers: Tony Ecock Steven Tallman John Clarke
March 2019
Copyright© 2019 Bain & Company, Inc.
How to be a Great Consultant
If in doubt, ask about the expectations of the people you work with.
bc
CU7042898MSA 5
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Successful Consultants: Bain VPs’ Perspectives
Bain VPs on what it takes to be a successful consultant...
“Few consultants have the total package when they arrive. The best consultants leverage either extraordinary analytical or client skills and then develop the rest over time.”
think they do, or they’re capable of, and they are tiresome to manage.”
bc
CU7042898MSA 7
Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
Agenda
• Key success factors • The function of expectations in predicting consultant success • Managing expectations for new consultants • Evolving expectations for experienced consultants • Key takeaways
bc
CU7042898MSA 8 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant
Start-Up Expectations
When you start working, you hear different things about Bain and what others expect of you.
• Baseline analytical expertise, but also…
• Excellent interpersonal skills and knowledge of people management –facilitation –motivating others –conflict management
bc
CU7042898MSA 2 Copyright© 1998 Bain & Company, Inc.
How to be a Grcteristics
Great consultants base their success on characteristics that extend well beyond analytical thinking.
• Frank self-awareness of strengths and weaknesses
• Receptiveness to feedback from a variety of sources
• Ability and willingness to act on feedback –training –experimentation –practice
…do not become expert in the functional or industry area they are working in. The clients question their value-added - often from their first interaction.”
bc
CU7042898MSA 4 Copyright© 1998 Bain & Company, Inc.
How to be a Great Consultant Expectations and Differing Perspectives
What people expect of you will depend on their needs and perspective.
“Is he open enough to adapt to the office
culture and influence it positively?”
VP/Manager
“Is he smart enough to get up to speed rapidly?”
“Is she experienced enough to help us solve our problems successfully?”
“You sign up. Then, they tell you what you are really up to.” “Get on a good case. Work for a good manager/mentor.” “If you are not involved in recruiting, that’s a bad sign.” “The first year you will probably do spreadsheets, spreadsheets, spreadsheets.” “A great analyst can get away with lousy team scores.” “Make a good impression on the VPs you are working with. That’s all that counts.”
…do not get out in front of their managers. They are executing another person’s ‘to do’s’ rather than designing their own path. They don’t live up to, let alone exceed, expectations. Their lifestyle is totally reactive. And their morale is understandably low.”
…are arrogant and unreceptive to feedback. They stop three-quarters of the way through the analysis because they are confident it’s right and don’t convince skeptical clients to change.”
“Over time, there is no substitute for the ability to quickly crack a tough business problem/analysis and design/execute an efficient path for gathering the data to back it up. This is what we do day in and day out. It creates client success stories and smooth team operations.”
Agenda
• Key success factors • The function of expectations in predicting consultant success • Managing expectations for new consultants • Evolving expectations for experienced consultants • Key takeaways
mission. Also, they think in terms of ‘us/them’ rather than joining the team and
pulling for the joint cause. As a result, they do not add as much value as they
Office
New Consultant
Client
“What does she bring to the party?”
“Is he a team player?”
Caseteam
“Is he arrogant or can I work with him?”
“Is she cooperative enough to integrate into the team and to add own value quickly?”