1、MBA Introductory Training The Art of Consulting,Learning Objectives,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 a greater awareness of what you can expect when you arrive on a project and an understandi
2、ng of how you can contribute new (or refreshed) skills for data gathering and interviewing a preliminary personal development plan for the next 6-12 months,At the end of this session, you will walk away with rules of thumb to help you thrive in the PwC consulting environment.Toward this end, the ses
3、sion will help provide:,Agenda,Welcome and Introduction Warm-up Activity: “Traits of an effective PwC consultant ” Roles & Responsibilities of a Consultant Project Overview Framework Table discussions - “Consultant Critical Success Factors/Behaviors ” Break Data Gathering & Interviewing Break Person
4、al Development Planning Framework Individual planning Summary and Closing Activity Table Discussions - “What recommendations would you have for next years MBAs?”,Warm-up,Warm-up Activity - Class-wide,What behaviors do you associate with an effective PwC consultant?,Roles & Responsibilities of a Cons
5、ultant,Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities,Thought Leadership,Repurposed Content,Relevant, Leverageable Experience,Enhanced Staff Capabilities (skills, knowledge, experiences),Cli
6、ent Shareholder Value,Firm Profits,Engagement,The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs,Developing a broad skill set by working on a broad range of projects and industries,Leveraging prior relevant knowledge of industries/subjec
7、t matter to deliver project,Holding staff for the “perfect” job,Investing in thought leadership to expand firms product offering,Developing a unique, “blank sheet” of paper approach for a client problem,Continually cycling through different clients to develop a broad experience base,Meeting utilizat
8、ion targets,Selling proven, easily repeatable projects,Leveraging previously developed content,Developing deep client relationships,VS.,For the firm to be successful, it must be able to do three things well - develop staff, market and execute projects,Critical Factors for Success,Develop Staff,Devel
9、op 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 Leverage prior experiences,Execute Projects,Achieve an optimal blend of new and repurposed content,The roles and responsibilities of a
10、 consultant can be grouped into the same three categories - these responsibilities remain constant throughout ones career, although the underlying tasks will shift,Develop Thought Leadership Manage Products Promote Capabilities Build Client Relationships Generate Projects,Develop Team Manage Resourc
11、es Solve Core Problems Communicate Results,Develop Staff,Do the Work,Market the Firm,Recruit Develop Skills and Transfer Knowledge Network Motivate and Retain,For each these responsibilities, a consultant should know:,What is my role, and what are my responsibilities? How will these roles and respon
12、sibilities evolve as I progress?,Level 3 Consultants have a range of recruiting, skill development, and knowledge transfer responsibilities,Responsibilities,Examples as to how a Level 3 Consultant can contribute,Energetically participate in recruiting events Identify high-potential candidates throug
13、h 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,Recruit,Proactively understand performance expectations, requisite industry/proce
14、ss knowledge and needed consulting skills and proactively seek training 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 Provide ad hoc guidance to assist junior st
15、aff and client personnel complete assigned tasks Proactively seek consulting best practices, industry and process insights and other skill transfer opportunities Identify replicable tools or analysis and communicate to relevant practice group members Take an active role in mentoring junior staff in
16、the practice group Participate in developing “white papers” and thought leadership pieces,Develop Skills and Transfer Knowledge,Do the Work,Develop Staff,Market the Firm,Do the Work,Level 3s also network with, train, and retain other staff,Responsibilities,Examples as to how a Level 3 Consultant can
17、 contribute,Do the Work,Develop Staff,Market the Firm,Tackle personal assignments with enthusiasm, pride and commitment Proactively seek project assignments and tasks which are personally challenging and engaging With guidance from coach and/or other senior practitioners, proactively create PwC care
18、er plan Identify and position yourself to attract opportunities consistent with career plan and desired personal growth Organize and lead internal team building events Assist project managers to develop highly motivated junior staff and client personnel Serve as a coach for new undergraduate hires W
19、ork with practice leadership to address practice issues,Motivate and Retain,Develop an informal network of fellow practitioners to leverage project insights and experience Maintain strong awareness of practice groups current projects and pending projects Allocate adequate time in PwC office to devel
20、op strong relationships with fellow practitioners Direct recent hires and others to appropriate people and resources,Network,Level 3s support and engage in a variety of marketing efforts for PwC,Responsibilities,Examples as to how a Level 3 Consultant can contribute,Draft citations to communicate ke
21、y project insights throughout practice group Develop and share innovative analytic techniques Develop and author the proposal, receiving limited input where necessary,Understand PwC product and service offerings methodologies and key citations Understand PwC, MCS, and SC strategies/goals Display str
22、ong competency in 1-2 tools, including knowledge of detailed steps, strengths/gaps, and citations,Develop Thought Leadership,Manage PwC Products & Tools,Convincingly describe personal roles and contributions to recent engagements Credibly discuss recent wins for the Firm and results of high-profile
23、engagements Demonstrate awareness of the Firms major practice groups, competencies, and specialty practices,Promote Capabilities,Maintain positive relationships with client staff with key information or resources Proactively understand and consistently meet or exceed all client expectations Establis
24、h firms reputation with client personnel Develop relationships with client managers that yield competitive insights, market intelligence,Build Client Relationships,Author major portions of successful written proposals (e.g., problem structuring, credentials) Identify and preliminarily scope promisin
25、g follow-on project sales opportunities Develop competitive insights (e.g., with respect to competitors and key buying influences) for potential follow-on work Assume “front to back” ownership of proposal materials,Generate Projects,Do the Work,Develop Staff,Market the Firm,Level 3s serve critical r
26、oles in team development, resource management, problem solving, and results communication,Responsibilities,Develop Staff,Market the Firm,Do the Work: Level 3 Roles,Do the Work,Implement team building activities Seek and respect input from team members Proactively support teammates Manage assigned cl
27、ient staff and/or PwC consultants Identify potential team members with relevant skills & interest,Identify information needed for fact-based analysis, and develop work plans Ensure each hour of time and out-of-pocket expense charged to a project is an effective, efficient investment Proactively moni
28、tor progress, and provide timely, accurate forecasts of prospective difficulties Identify team management opportunities Begin to manage client teams,Manage Resources,Develop Team,Seek out relevant knowledge to apply Synthesize findings logically, defend a point of view, and define recommendations De
29、velop interview guides, conduct interviews, lead focus groups, and facilitate working sessions Demonstrate strong knowledge of analytic techniques, frameworks, and methods,Solve Core Problems,Clearly synthesize results of data collection/analysis Author sections of written deliverables Deliver porti
30、ons of presentations with clarity and confidence to client management Serve as a key facilitator at client workshops and presentations,Communicate Results,Examples as to how a Level 3 Consultant can contribute,Beyond problem-solving capabilities, each new consultant is expected to possess certain ad
31、ditional critical skills/traits,Defining Question,IndependenceTolerance for AmbiguitySense of OwnershipCreativityPersistence,Can the consultant operate with minimum direction?Can the consultant survive, and even thrive, when faced with an ill-defined, unfamiliar situation?Is the consultant willing t
32、o take ownership of a problem or task and be held accountable for its resolution?Can the consultant develop unique, “out of the box” approaches and solutions that leverage existing content?Is the consultant unwilling “to take no for an answer” when it comes to data collection and analysis?,Key Skill
33、/Trait,Critical skills/traits (continued),Key Skill/Trait,Defining Question,Solution OrientationEnd-Product OrientationCollaborationOrganizationMulti-level Thinking,Is the consultant continually focused on identifying solutions or alternatives rather than emphasizing problems? Is the consultant an “
34、angels advocate”?Is the consultant continually “working backwards” from a hypothesis?Does the consultant bring out the best in those around her or him?Is the consultant able to group together a variety of data into coherent categories?Can the consultant transition easily from looking at the “big pic
35、ture” to diving into the analysis?,PwC evaluates all consultants and principal consultants along three dimensions,1. Teamwork & cooperation 2. Living our values 3. Evaluating, developing & coaching 4. People program participation,1. Productivity 2. Financial management 3. Revenue generation 4. Knowl
36、edge management,Adding value to our Clients,Adding value to our Firm,Adding value to our People,1. Project results 2. Client relationships 3. Innovation,FY2000 version,Project Overview,Lets look more closely at the set of roles and responsibilities associated with “Do the Work” .,Mobilization,Situat
37、ion Assessment,Solution Development,Implementation Planning,Learning,PHASES OF TYPICAL PROJECT,Activity - 10-minute table discussions followed by a class-wide debrief,We will assign one phase of the typical project to each table In your table groups, review the responsibilities associated with your
38、assigned phase Discuss the things that you believe will make a consultant effective during this specific phase Record your ideas as “Effectiveness Tips” Identify one person from your group to report during the debrief,In the first phase, the primary responsibility of the consultant is to assist the
39、team lead in preparing for the project and preparing the workplan,Responsibilities,Effectiveness Tips,Understand study context and scope Understand client dynamics Proactively contribute to issue analysis, hypothesis generation, and workplan development Assume ownership for portions of the workplan
40、Discuss development needs/study preferences Ask structured questions after developing position Build relationships (with PwC and client team members),Read the proposal! Understand what constitutes success Understand what can cause failure Begin forming hypotheses as quickly as possible Look for oppo
41、rtunities to assume ownership Ask questions, with a purpose and a point of view,In the second phase, the primary responsibility of the consultant is to build the “fact base” that will serve as the basis for conclusions,Responsibilities,Effectiveness Tips,Understand purpose and use of appropriate fra
42、meworks, analysis tools, and techniques Conduct data collection and analysis in assigned area (primary and secondary research) Assume ownership for a portion of the deliverable Provide guidance/coordinate staff consultant work Preview work with clients Build good working relationships with PwC and c
43、lient team members Understand the editing/report production process,In the third phase, the primary responsibility of the consultant is to develop a strong “pyramid” in support of recommendations,Responsibilities,Effectiveness Tips,Participate in generating and assessing alternatives and recommendat
44、ions Assist team lead in developing the story and fleshing out the pyramid Assume ownership for portions of the work products and deliverables Test recommendations with clients Review analyses and deliverables for accuracy and consistency,In the fourth phase, the primary responsibility of the consul
45、tant is to develop the detailed plans that link ideas and actions,Responsibilities,Effectiveness Tips,Assist in preparing an implementation plan Support selected client managers in translating change Develop a communications plan Participate in periodic checkups Identify emerging roadblocks to imple
46、mentation of potential solutions,In the final phase, the primary responsibility of the consultant is to identify opportunities for both learning and knowledge sharing,Responsibilities,Effectiveness Tips,Prepare the analyses and deliverables for client delivery Identify lessons learned and practice d
47、evelopment opportunities Prepare the workpapers (hard and soft copies) Develop a citation for this engagement, and incorporate in your resume,Consultants should know that certain behaviors are key to success, particularly when dealing with clients,Be Honest,When you dont know, say so. When youre not
48、 sure, admit it and offer to follow up,Be Prepared,Be prepared for the inevitable questions, both straightforward and leading,Be Discreet,Be careful with what you say assume that the client is listening at all times,Be Sensitive to Client Perceptions,Be aware of clients perceptions, and avoid behavi
49、ors that reinforce these perceptions,The key to managing client perceptions is to put yourself in the place of the client, and then to act accordingly,Tips to Manage/Rebut Behaviors that Reinforce a Negative Perception,“Theyre overcharging us”,Dont perform non-value-add work during working hours and
50、/or in front of the client Keep references of “conspicuous consumption” to a minimum,Client Perceptions,“They think theyre better than us”,Adapt to clients business environment (e.g., working hours, dress codes) Treat all levels of client personnel well Be conscious of the clients time Dont overestimate your own importance,
