咨询的艺术英文版.ppt
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罗兰贝格咨询(英文PPT18页)
3
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
罗兰贝格咨询(英文PPT 18页)
• Channel strategy • Sales and marketing process
• Finance process • Production process • Logistics process
Sales and marketing
Operation process
Rolandberger Strategy Consultants All Right 2001-2003
6
Project background
Consulting process
Project methodologies
Rolandberger Strategy Consultants All Right 2001-2003
7
Consulting process overview
Project acquisition
ClCielienntt iinniittiaiatetsed propjreojcect trreeqquuiriermemenetsnts
Project proposal and presentation to client
• Project content • Project methodology • Project organization • Project schedule • Project fee and
• Leverage synergy • Optimize
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
管理咨询必备书目
一.咨询顾问基础参考书目1.《咨询的奥秘1一成功提出和获得建议的指南》([美]杰拉尔德.温伯格李彤,关山松，译。
北京:清华大学出版社，2004)2.《咨询的奥秘2一咨询师的百宝箱》([美]杰拉尔德.温伯格李彤，关山松，译。
北京:清华大学出版社，2005)3.《管理咨询专业指南(第4版)》([美]米兰.库布尔中国国际工程咨询公司，译。
北京:学苑出版社，2006)4.《管理咨询的神话》([美]马修.斯图尔德任文科，译。
北京:中国人民大学出版社，2009)5.《管理咨询行业指南:成功跻身咨询业(第2版)》([美]苏格塔.比斯沃斯，达瑞尔.敦切尔. 张丽妹，译。
北京:人民邮电出版社，2003)6.《在中国，做咨询一正略钧策管理咨询的实践》(丛寰宦，刘海梅，张锦娴。
北京:人民邮电出版社，2009)7.《破解咨询的40个困惑》([美]艾伦.维斯黄瑞蓉，杨如冰，译。
北京:人民邮电出版社，2007)8.《咨询业基础和超越》([美]伊莱恩.比斯孙韵，译。
北京:机械工业出版社，2003)9.《企业咨询:咨询业如何运转及如何使之运转的指南》([英]吉尔伯特.托平，菲奥娜.切尔尼亚夫斯卡付彦，等，译。
大连:东北财经大学出版社，2008)10.《咨询的艺术》([美]杰斯沃德.W.萨拉科斯方海萍，等，译。
北京:电子工业出版社，2003)11.《基于价值的咨询:咨询顾问为客户创造更大的价值》([英]菲奥娜.查尔纳斯加陈文晖，译。
北京:经济管理出版社，2006)12.《一群卖思想的人:寻求管理咨询的第三方通鉴》(冷啸北京:中国社会科学出版社，2004)13.《咨询绩效评估:跟踪咨询项目的结果与底线》([美]杰克.菲力普斯段盛华，余凤霞，译。
上海:上海远东出版社，2001)14.《完美咨询:咨询顾问的圣经》([美]彼得.布洛克于凤霞，译。
北京:中国劳动社会保障出版社，2004)15.《咨询的谎言》([美]马丁.基恩胡乔，孙路弘，译。
IBM新的咨询模板英文(ppt 22页)
Availability
Packaging
Performance
$ Price
Ease of Use
Social Acceptance
Life Cycle
Assurances
$ Price Availability Packaging Performance Ease of use Assurances Life cycle costs Social influences
Customer $APPEALS Factor
$ PRICE ASSURANCES
PERFORMANCE
PACKAGING
EASE OF USE AVAILABILITY LIFE CYCLE COST
SOCIAL ACCEPTANCE
Customer $APPEALS Factor Description
Packaging
Availability
Customers complete buying experience - including the channels
through which they buy
Visual evaluation / Bundling
Customer $APPEALS
Packaging wt: .094
Assurances
Provided by the whole product/ service
Each Customer $APPEALS Factor must be considered from the perspective of customers in a market segment
Availability
Packaging
罗兰贝格咨询(英文PPT 18页)
Content
• Structure analysis • Strategy mapping • Operational opportunities analysis
– Planning process – Production process – Logistics process – Sales operation – Marketing approaches – Technical supporting process – Cost structure – Personnel capacity
interviews • In-field survey • Desk research
Rolandberger Strategy Consultants All Right 2001-2003
• Strong sales organization • Strong distributor network • Optimum sales process
12
Project background
Client
Roland Berger
… …
Rolandberger Strategy Consultants All Right 2001-2003
Roland Berger recommendations
• Buy out Chinese partnership in Shanghai • Merge of Shanghai and Ningbo’s operation • Downsizing and management localization • Market repositioning as a technology provider • Streamline and refocus product portfolio • Strategic distributor business model • Project oriented channel strategy
霍兰德职业兴趣理论课件
招聘
在招聘过程中，企业可以利用霍兰德职业兴趣理论来评估 求职者的兴趣类型，找到与其匹配的职业，从而提高招聘 效率和员工满意度。
培训
在培训领域，企业可以利用霍兰德职业兴趣理论来了解员 工的兴趣类型，从而制定符合员工需求的培训计划和职业 发展计划。
05 霍兰德职业兴趣 理论的发展与完 善
霍兰德职业兴趣理论在实践中的发展
企业运用霍兰德职业兴趣理论进行招聘的案例分析
3. 比较求职者与职位匹配度
企业可以将求职者的霍兰德代码与职位要求进行比较，找到最匹配的求职者。
4. 考虑其他因素
除了职业兴趣外，企业还需要考虑求职者的技能、经验和文化背景等因素。
个人运用霍兰德职业兴趣理论进行职业规划的案例分析
• 总结词：个人可以通过霍兰德职业兴趣理论了解自己的职 业兴趣和优势，制定更合适的职业规划。
3. 培养职业技能：教育机构可以为学生提供职业技能培 训和实习机会，帮助他们提高就业竞争力。
4. 跟踪学生发展：教育机构可以跟踪学生的职业发展 情况，为他们提供必要的支持和帮助，并根据反馈不断 改进课程设置和教学方法。
THANKS
感谢观看
兴趣。
详细描述
喜欢独立思考、研究和分析问题， 关注细节，注重逻辑和理性分析。
相关职业
科学家、研究员、数据分析师、工 程师等。
艺术型（A）
01
02
03
总结词
具有创造性、表达能力和 审美观念，喜欢在艺术领 域创作和表现自己。
详细描述
具有独特的想象力和创造 力，善于表达自己的情感 和思想，追求完美和独特 性。
详细描述
具有强烈的竞争意识和商业头脑 ，善于沟通和谈判，追求成功和
财富。
相关职业
在招聘过程中，企业可以利用霍兰德职业兴趣理论来评估 求职者的兴趣类型，找到与其匹配的职业，从而提高招聘 效率和员工满意度。
培训
在培训领域，企业可以利用霍兰德职业兴趣理论来了解员 工的兴趣类型，从而制定符合员工需求的培训计划和职业 发展计划。
05 霍兰德职业兴趣 理论的发展与完 善
霍兰德职业兴趣理论在实践中的发展
企业运用霍兰德职业兴趣理论进行招聘的案例分析
3. 比较求职者与职位匹配度
企业可以将求职者的霍兰德代码与职位要求进行比较，找到最匹配的求职者。
4. 考虑其他因素
除了职业兴趣外，企业还需要考虑求职者的技能、经验和文化背景等因素。
个人运用霍兰德职业兴趣理论进行职业规划的案例分析
• 总结词：个人可以通过霍兰德职业兴趣理论了解自己的职 业兴趣和优势，制定更合适的职业规划。
3. 培养职业技能：教育机构可以为学生提供职业技能培 训和实习机会，帮助他们提高就业竞争力。
4. 跟踪学生发展：教育机构可以跟踪学生的职业发展 情况，为他们提供必要的支持和帮助，并根据反馈不断 改进课程设置和教学方法。
THANKS
感谢观看
兴趣。
详细描述
喜欢独立思考、研究和分析问题， 关注细节，注重逻辑和理性分析。
相关职业
科学家、研究员、数据分析师、工 程师等。
艺术型（A）
01
02
03
总结词
具有创造性、表达能力和 审美观念，喜欢在艺术领 域创作和表现自己。
详细描述
具有独特的想象力和创造 力，善于表达自己的情感 和思想，追求完美和独特 性。
详细描述
具有强烈的竞争意识和商业头脑 ，善于沟通和谈判，追求成功和
财富。
相关职业
罗兰贝格咨询(英文PPT 18页)
• Leverage synergy • Optimize
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
10
Restrucutring strategy was formulated after an extensive analysis internally and externally
3
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Project schedule
Internal analysis
• Strategy • Organization • Process
• Market • Competition • Trend
External analysis
Strategy formulation
• Strategic focus on core products and core markets
organization structure and process
Final recommendation
Rolandberger Strategy Consultants All Right 2001-2003
10
Restrucutring strategy was formulated after an extensive analysis internally and externally
3
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
Project schedule
Internal analysis
• Strategy • Organization • Process
• Market • Competition • Trend
External analysis
Strategy formulation
• Strategic focus on core products and core markets
咨询的艺术(英文版)
MBA Introductory Training The Art of Consulting
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities
Experience
Enhanced Staff Capabilities
(skills, knowledge, experiences)
6
The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs
MBA Introductory Training -- The Art of Consulting (10-24-00)
1
Agenda
• Welcome and Introduction • Warm-up Activity: “Traits of an effective PwC consultant …” • Roles & Responsibilities of a Consultant • Project Overview
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities
Experience
Enhanced Staff Capabilities
(skills, knowledge, experiences)
6
The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs
MBA Introductory Training -- The Art of Consulting (10-24-00)
1
Agenda
• Welcome and Introduction • Warm-up Activity: “Traits of an effective PwC consultant …” • Roles & Responsibilities of a Consultant • Project Overview
某企业咨询讲义英文(ppt 18页)
Corporate strategy
Organization
• Market positioning • Product strategy • JV partnership
handling
• Corporate structure • Organization capability
Restructuring strategy
3
The client is a leading European sanitary manufacturer
Client’s operation in China
• Entered China market in 1996 • Had two independent operation
units, one wholly owned company in Ningbo, one JV in Shanghai • Employed 10 foreigner and more than 300 Chinese • Provided sanitary products and piping products • Sold through different channels nation-wide
ClCielienntt iinniititaiatetsed propjreojcetctrreeqquuiriermemenetsnts
Project proposal and presentation to client
• Project content • Project methodology • Project organization • Project schedule • Project fee and
咨询的英文作文模板初中
咨询的英文作文模板初中英文：When it comes to consulting, there are a few things to consider. First, it's important to understand the specific issue or question you have. This will help you narrow down the type of consulting you need. For example, if you're looking to start a business, you may need a business consultant. If you're struggling with personal issues, you may need a life coach or therapist.Next, it's important to do your research and find a reputable consultant. Look for someone with experience in your specific area and who has a track record of success. You can ask for referrals from friends or colleagues, or do a search online.Once you've found a consultant, it's important to communicate clearly and honestly with them. Be upfront about your expectations and goals, and be open to theirsuggestions and advice. Remember, a good consultant is there to help you achieve your goals, but they can't do the work for you.Finally, be prepared to invest time and money into the consulting process. While it may seem like a big investment upfront, the benefits can be significant in the long run.中文：谈到咨询，有几个方面需要考虑。
沟通的艺术 读书分享
2.我要告诉你我很不开心（感觉）。当我昨天把车留在这里的时候，你告诉我今天中午以前一定会 修理好。现在都已经１２点半了，竟然还没有修理好（行为）。今天我有一个重要的约会，而我就 要迟到了（我的结果）。我知道你想令人满意（解释），但是除非我能指望上你的承诺，否则我下 次不会把车给你修了（意图）。
课程结束
OT机会与威胁分析（外部环境分析）
环境发展趋势分为两大类：
环境威胁
环境机会
环境威胁指的是环境中一种 不利的发展趋势所形成的挑 战，如果不采取果断的战略 行为，这种不利趋势将导致 公司的竞争地位受到削弱。
环境机会就是对公司行为富 有吸引力的领域，在这一领 域中，该公司将拥有竞争优 势。
OT机会与威胁分析方法一：PEST法
交流，正是对去哪里度假产生了争执。
降低沟通防卫
原因与对策 清晰信息处方
原因与对策
“脸面”：身体特征、人格特质、态度、能力，以及想要想向世界展现的自我部分。 威胁到脸面 – 挑战我们试图投射的自我形象 保卫自我形象的本能反应
原因与对策
唤起/降低防卫的6组行为
评价 VS 描述
评价 VS 描述 支配 VS 问题导向
沟通的艺术 读书分享
This template is the internal standard courseware template of the enterprise
内容
1. 沟通入门
◦ 我们为什么要沟通
2. 知觉
◦ 知觉的历程 ◦ 知觉的倾向 ◦ 知觉检核
3. 降低沟通防卫
◦ 原因与对策 ◦ 清晰信息处方
W
太好 •认知率不高
•以邮局为服务终端，服务 网络覆盖面广
•可靠性与速度不及私营公 司
课程结束
OT机会与威胁分析（外部环境分析）
环境发展趋势分为两大类：
环境威胁
环境机会
环境威胁指的是环境中一种 不利的发展趋势所形成的挑 战，如果不采取果断的战略 行为，这种不利趋势将导致 公司的竞争地位受到削弱。
环境机会就是对公司行为富 有吸引力的领域，在这一领 域中，该公司将拥有竞争优 势。
OT机会与威胁分析方法一：PEST法
交流，正是对去哪里度假产生了争执。
降低沟通防卫
原因与对策 清晰信息处方
原因与对策
“脸面”：身体特征、人格特质、态度、能力，以及想要想向世界展现的自我部分。 威胁到脸面 – 挑战我们试图投射的自我形象 保卫自我形象的本能反应
原因与对策
唤起/降低防卫的6组行为
评价 VS 描述
评价 VS 描述 支配 VS 问题导向
沟通的艺术 读书分享
This template is the internal standard courseware template of the enterprise
内容
1. 沟通入门
◦ 我们为什么要沟通
2. 知觉
◦ 知觉的历程 ◦ 知觉的倾向 ◦ 知觉检核
3. 降低沟通防卫
◦ 原因与对策 ◦ 清晰信息处方
W
太好 •认知率不高
•以邮局为服务终端，服务 网络覆盖面广
•可靠性与速度不及私营公 司
咨询的艺术英文(ppt 62页)
• Meeting utilization targets
• Selling proven, easily repeatable
VS
projects
.
• Leveraging previously developed content
• Developing deep client relationships
Responsibilities Recruit
Examples as to how a Level 3 Consultant can contribute
• Energetically participate in recruiting events • Identify high-potential candidates through personal contacts, networking, resumes • Deliver clear, well structured, case-based interviews • Sell PwC to prospective employees • Maintain a “current contact” roster of former classmates • Deliver recruiting presentations
Develop Staff Market the Firm Do the Work
• Recruit
• Develop Skills and Transfer Knowledge
• Network
• Motivate and Retain
• Develop Thought Leadership
• Manage Products
Thought Leadership
• Selling proven, easily repeatable
VS
projects
.
• Leveraging previously developed content
• Developing deep client relationships
Responsibilities Recruit
Examples as to how a Level 3 Consultant can contribute
• Energetically participate in recruiting events • Identify high-potential candidates through personal contacts, networking, resumes • Deliver clear, well structured, case-based interviews • Sell PwC to prospective employees • Maintain a “current contact” roster of former classmates • Deliver recruiting presentations
Develop Staff Market the Firm Do the Work
• Recruit
• Develop Skills and Transfer Knowledge
• Network
• Motivate and Retain
• Develop Thought Leadership
• Manage Products
Thought Leadership
普华永道_咨询的艺术(PPT63页)
• Develop skillsets via training and on-the-job experiences
• Develop and share knowledge
Market the Firm
• Maintain an appropriate level of investment and return on investment
– Framework – Table discussions -- “Consultant Critical Success Factors/Behaviors …”
• Break • Data Gathering & Interviewing • Break • Personal Development Planning
MBA Introductory Training The Art of Consulting
October 2000
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
8
The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one’s career, although the underlying tasks will shift
• Develop and share knowledge
Market the Firm
• Maintain an appropriate level of investment and return on investment
– Framework – Table discussions -- “Consultant Critical Success Factors/Behaviors …”
• Break • Data Gathering & Interviewing • Break • Personal Development Planning
MBA Introductory Training The Art of Consulting
October 2000
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
8
The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one’s career, although the underlying tasks will shift
咨询的艺术(1)
• Promote Capabilities
• Build Client Relationships
• Develop Team • Manage Resources • Solve Core Problems • Communicate
Results
• Generate Projects
For each these responsibilities, a consultant should know: • What is my role, and what are my responsibilities? • How will these roles and responsibilities evolve as I progress?
Toward this end, the session will help provide:
• a greater understanding of how the firm will evaluate your performance and the implications for what you need to do and how you need to do it
Develop Skills and Transfer Knowledge
• Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training
• identify project-based development needs with minimal supervision and define plan to address
• Build Client Relationships
• Develop Team • Manage Resources • Solve Core Problems • Communicate
Results
• Generate Projects
For each these responsibilities, a consultant should know: • What is my role, and what are my responsibilities? • How will these roles and responsibilities evolve as I progress?
Toward this end, the session will help provide:
• a greater understanding of how the firm will evaluate your performance and the implications for what you need to do and how you need to do it
Develop Skills and Transfer Knowledge
• Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training
• identify project-based development needs with minimal supervision and define plan to address
咨询技巧培训课程
使表达的信息更清楚，并确认了解信息 的准确性。
步骤
确认内容： 检查有无含糊不清之处： 确定恰当的开始语 评估澄清反应的效果
“有时我真想彻底地摆脱它”
他告诉了我什么？ 有无含糊？ 我如何开始澄清呢？
“你能告诉我彻底摆脱的意义吗？”
我怎能知道澄清是否有帮助呢？ “我有太多的工作要做---我总感觉落在 他人之后，负担很重。我想摆脱这种难 过的感觉。”
要点：确定交流中的情绪基调，并以咨 询者自己的语言反映出咨客的感受
how
注意倾听信息中使用的情感词汇 正性、负性、不清
注意非言语行为 使用自己的言语表示：强度一致 用合适的句子开始：
“看起来”、“你表现得” 加上情感发生时的情景 评估反应
“你不能想像当我发现妻子欺 骗我时，我的感受是怎样的。 我眼睛都冒火了！我应怎样做？ 以同样的方式扯平？离婚？”
反应技术（Reflection)
谈话中包括：认知 + 情感
信息内容的再解释-----------内容反应 信息情感部分的再解释-----情感反应
练习
“我不喜欢学校，它不好玩。” “这个地方是个陷阱，我似乎永远被困在
这里。如果我不在这里，我会感觉好得 多。” “我该如何向我的男朋友开口说我要与他 分手？他会很伤心的。我想我不敢告诉 他。”
如何回应：
– 动作：点头、目光、 – 言语：
可能的问题
过早、过急下结论： 影响治疗关系 把握问题不够全面、准确
轻视咨客的问题 转移、干扰话题
四种倾听反应
澄清 释义 情感反应 归纳总结
澄清
要求咨客对于含糊而模棱两可或意义不 清的语句给予详细叙述。
“你是说/ 指……” 目的：
“听起来好象因为你丈夫的反应，你还 没有找到告诉他你想结束你们关系的方 法？”
步骤
确认内容： 检查有无含糊不清之处： 确定恰当的开始语 评估澄清反应的效果
“有时我真想彻底地摆脱它”
他告诉了我什么？ 有无含糊？ 我如何开始澄清呢？
“你能告诉我彻底摆脱的意义吗？”
我怎能知道澄清是否有帮助呢？ “我有太多的工作要做---我总感觉落在 他人之后，负担很重。我想摆脱这种难 过的感觉。”
要点：确定交流中的情绪基调，并以咨 询者自己的语言反映出咨客的感受
how
注意倾听信息中使用的情感词汇 正性、负性、不清
注意非言语行为 使用自己的言语表示：强度一致 用合适的句子开始：
“看起来”、“你表现得” 加上情感发生时的情景 评估反应
“你不能想像当我发现妻子欺 骗我时，我的感受是怎样的。 我眼睛都冒火了！我应怎样做？ 以同样的方式扯平？离婚？”
反应技术（Reflection)
谈话中包括：认知 + 情感
信息内容的再解释-----------内容反应 信息情感部分的再解释-----情感反应
练习
“我不喜欢学校，它不好玩。” “这个地方是个陷阱，我似乎永远被困在
这里。如果我不在这里，我会感觉好得 多。” “我该如何向我的男朋友开口说我要与他 分手？他会很伤心的。我想我不敢告诉 他。”
如何回应：
– 动作：点头、目光、 – 言语：
可能的问题
过早、过急下结论： 影响治疗关系 把握问题不够全面、准确
轻视咨客的问题 转移、干扰话题
四种倾听反应
澄清 释义 情感反应 归纳总结
澄清
要求咨客对于含糊而模棱两可或意义不 清的语句给予详细叙述。
“你是说/ 指……” 目的：
“听起来好象因为你丈夫的反应，你还 没有找到告诉他你想结束你们关系的方 法？”
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• Leverage prior experiences
Execute Projects
• Achieve an optimal blend of new and repurposed content
MBA Introductory Training -- The Art of Consulting (10-24-00)
Develop Staff Market the Firm Do the Work
• Recruit
• Develop Skills and Transfer Knowledge
• Network
• Motivate and Retain
• Develop Thought Leadership
• Manage Products
Responsibilities Recruit
Examples as to how a Level 3 Consultant can contribute
• Energetically participate in recruiting events • Identify high-potential candidates through personal contacts, networking, resumes • Deliver clear, well structured, case-based interviews • Sell PwC to prospective employees • Maintain a “current contact” roster of former classmates • Deliver recruiting presentations
9
Develop Staff
Market the Firm
DoDothtehe WWorokrk
Level 3 Consultants have a range of recruiting, skill
development, and knowledge transfer responsibilities
– Framework – Table discussions -- “Consultant Critical Success Factors/Behaviors …”
• Break • Data Gathering & Interviewing • Break • Personal Development Planning
• What is my role, and what are my responsibilities? • How will these roles and responsibilities evolve as I progress?
MBA Introductory Training -- The Art of Consulting (10-24-00)
Toward this end, the session will help provide:
• a greater understanding of how the firm will evaluate your performance and the implications for what you need to do and how you need to do it
2
Warm-up
MBA Introductory Training -- The Art of Consulting (10-24-00)
Warm-up Activity -- Class-wide
What behaviors do you associate with an effective PwC consultant?
• • • •
MBA Introductory Training -- The Art of Consulting (10-24-00)
4
Roles & Responsibilities of a Consultant
MBA Introductory Training -- The Art of Consulting (10-24-00)
• Developing a unique, “blank sheet” of paper approach for a client problem
• Continually cycling through different clients to develop a broad experience base
Experience
Enhanced Staff Capabilities
(skills, knowledge, experiences)
6
The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs
For the firm to be successful, it must be able to do three things well -- develop staff, market and execute projects
Develop Staff
Critical Factors for Success
MBA Introductory Training The Art of Consulting
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
• Provide ad hoc guidance to assist junior staff and client personnel complete assigned tasks
– Framework – Individual planning
• Summary and Closing Activity
– Table Discussions -- “What recommendations would you have for next year’s MBAs?”
ห้องสมุดไป่ตู้
MBA Introductory Training -- The Art of Consulting (10-24-00)
Develop Skills and Transfer Knowledge
• Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training
Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities
Thought Leadership
Engagement
Client Shareholder Value
Firm Profits
Repurposed Content
MBA Introductory Training -- The Art of Consulting (10-24-00)
Relevant, Leverageable
8
The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one’s career, although the underlying tasks will shift
• identify project-based development needs with minimal supervision and define plan to address
• Clearly educate project team members/clients about new methodologies or analytic techniques
• Develop skillsets via training and on-the-job experiences
• Develop and share knowledge
Market the Firm
• Maintain an appropriate level of investment and return on investment
• Leveraging prior relevant knowledge of industries/subject matter to deliver project
• Meeting utilization targets
• Selling proven, easily repeatable
VS
• Developing a broad skill set by working on a broad range of projects and industries
Execute Projects
• Achieve an optimal blend of new and repurposed content
MBA Introductory Training -- The Art of Consulting (10-24-00)
Develop Staff Market the Firm Do the Work
• Recruit
• Develop Skills and Transfer Knowledge
• Network
• Motivate and Retain
• Develop Thought Leadership
• Manage Products
Responsibilities Recruit
Examples as to how a Level 3 Consultant can contribute
• Energetically participate in recruiting events • Identify high-potential candidates through personal contacts, networking, resumes • Deliver clear, well structured, case-based interviews • Sell PwC to prospective employees • Maintain a “current contact” roster of former classmates • Deliver recruiting presentations
9
Develop Staff
Market the Firm
DoDothtehe WWorokrk
Level 3 Consultants have a range of recruiting, skill
development, and knowledge transfer responsibilities
– Framework – Table discussions -- “Consultant Critical Success Factors/Behaviors …”
• Break • Data Gathering & Interviewing • Break • Personal Development Planning
• What is my role, and what are my responsibilities? • How will these roles and responsibilities evolve as I progress?
MBA Introductory Training -- The Art of Consulting (10-24-00)
Toward this end, the session will help provide:
• a greater understanding of how the firm will evaluate your performance and the implications for what you need to do and how you need to do it
2
Warm-up
MBA Introductory Training -- The Art of Consulting (10-24-00)
Warm-up Activity -- Class-wide
What behaviors do you associate with an effective PwC consultant?
• • • •
MBA Introductory Training -- The Art of Consulting (10-24-00)
4
Roles & Responsibilities of a Consultant
MBA Introductory Training -- The Art of Consulting (10-24-00)
• Developing a unique, “blank sheet” of paper approach for a client problem
• Continually cycling through different clients to develop a broad experience base
Experience
Enhanced Staff Capabilities
(skills, knowledge, experiences)
6
The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs
For the firm to be successful, it must be able to do three things well -- develop staff, market and execute projects
Develop Staff
Critical Factors for Success
MBA Introductory Training The Art of Consulting
MBA Introductory Training -- The Art of Consulting (10-24-00)
Learning Objectives
At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.
• Provide ad hoc guidance to assist junior staff and client personnel complete assigned tasks
– Framework – Individual planning
• Summary and Closing Activity
– Table Discussions -- “What recommendations would you have for next year’s MBAs?”
ห้องสมุดไป่ตู้
MBA Introductory Training -- The Art of Consulting (10-24-00)
Develop Skills and Transfer Knowledge
• Proactively understand performance expectations, requisite industry/process knowledge and needed consulting skills and proactively seek training
Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities
Thought Leadership
Engagement
Client Shareholder Value
Firm Profits
Repurposed Content
MBA Introductory Training -- The Art of Consulting (10-24-00)
Relevant, Leverageable
8
The roles and responsibilities of a consultant can be grouped into the same three categories -- these responsibilities remain constant throughout one’s career, although the underlying tasks will shift
• identify project-based development needs with minimal supervision and define plan to address
• Clearly educate project team members/clients about new methodologies or analytic techniques
• Develop skillsets via training and on-the-job experiences
• Develop and share knowledge
Market the Firm
• Maintain an appropriate level of investment and return on investment
• Leveraging prior relevant knowledge of industries/subject matter to deliver project
• Meeting utilization targets
• Selling proven, easily repeatable
VS
• Developing a broad skill set by working on a broad range of projects and industries