1、bc,November 1998,Copyright 1998 Bain & Company, Inc.,The Manager Job,2,TheManagerJob,Job Description,Seven key components make a successful manager.,Value addition:,Demonstrate ability to solve clients toughest problems Achieve real value and results Demonstrate skills in different client and analyt
2、ical situations,Revenue:,Serve existing revenue base effectively Contribute to revenue generation,Team management and development:,Have a process that is effective in delivering results Develop people; build organizational capability Establish productive relationships with Partners,Client asset sust
3、ainability:,Demonstrate leadership in helping to create, manage, and expand high quality flagship relationships Have significant influence on key client leaders Develop advisor relationships with key client leaders,Senior client influence:,Are viewed as a business advisor to increasingly senior clie
4、nts Drive clients to take action in multiple situations; do so in multiple client relationships,Asset building:,Contribute to people, products, client development/brand, office leadership,Partnership values:,Are viewed as a leader in the office Are recognized as a team player Adhere to operating pri
5、nciples Are viewed as a good corporate citizen,Component,Description,3,TheManagerJob,Value Addition Guidelines,Demonstrate ability to solve clients toughest problems (generate brilliant insights) strategy operations implementation Achieve real value and results (package insights to move client to ac
6、t) NPV stock price Demonstrate skills in different client and analytical situations new client vs. existing client small client vs. large client strategy vs. operations,For promotion to Vice President: have demonstrated consistent success over a sustained period as a manager (looking back over 2+ ye
7、ars) have received positive references/testimonials from senior clients have been successful while managing multiple case teams and workstreams have demonstrated breakthrough thinking worthy of “Best of Bain”,Overall and versus key competitors,4,TheManagerJob,Revenue Guidelines,Serve existing revenu
8、e base effectively teams able to manage scale teams able to manage multiple teams clients able to handle complex cases able to manage multiple clients Contribute to revenue generation identify opportunities for follow-on work write successful proposals manage the client process assist in closing sal
9、es,For promotion to Vice President: have managed multiple caseteams and workstreams effectively have played a significant role with a strategic client (either existing client or new client/client development),5,TheManagerJob,Client Asset Sustainability Guidelines,Demonstrate leadership in helping to
10、 create, manage, and expand high quality flagship relationships (drive significant value on repeat cases) Have significant influence on key client leaders (help drive strategic agenda and thought processes) Develop advisor relationships with key client leaders (able to help clients determine where a
11、dditional work would be appropriate) viewed as an expert asked for advice on a broad range of business issues valued as a general coach,For promotion to Vice President: have driven multiple flagship relationships over time at a CEO/Executive level are highly valued by senior clients (testimonials/re
12、ferences),6,TheManagerJob,Senior Client Influence Guidelines,Are viewed as a business advisor to increasingly senior clients viewed as an expert in many areas viewed as an advisor on many topics Drive clients to take action in multiple situations; do so in multiple client relationships,For promotion
13、 to Vice President: have played a significant role with senior client executives/decision makers are highly valued by senior clients (references/testimonials) “irreplaceable” to senior clients have proven ability in existing and new client situations,7,TheManagerJob,Team Management and Development G
14、uidelines,Have a process that is effective in delivering results motivated team low yield loss Develop people; build organizational capability consulting staff (advisor/coach/mentor) administrative staff (advisor/coach/mentor) Establish productive relationships with Partners,For promotion to Vice Pr
15、esident: average or above average caseteam scores and upward feedback over time (12-24 months) respected/admired by peers and subordinates,8,TheManagerJob,Asset Building Guidelines,For promotion to Vice President: exemplary contribution in one area above average contribution in more than one area,He
16、re are some ways to contribute to asset building.,Caseteam processes Advisor processes Training Recruiting Office leadership Corporate citizenship (general connectedness),People Assets,Practice/capability area contributions BRAVA contributions BDPs, how-to documents for capability areas,Product Asse
17、ts,Contributions (non-staffed) to client development Marketing (speeches, articles, networking),Client Development/ Brand,Infrastructure initiatives (graphics, library, IT, travel) General office leadership (presence, positive force for change),Office Leadership,Investment club Deal generation,Other,9,TheManagerJob,Partnership Values Guidelines,Are viewed as a leader in the office Are recognized as a team player Adhere to operating principles Are viewed as a good corporate citizen,For promotion to Vice President: viewed as a leader in the office embody the firms operating principles,
