Consulting Midterm Topic 4

Front 1

The Clients Perspective

Back 1

Front 2

Faster

Back 2

– speed of introduction of new products, services; decision-making; operational and administrative processes; reaction to dynamic market and financial conditions

Front 3

Bigger

Back 3

growth in earnings (not necessarily in operational size and headcount), earnings per share, market share, number of markets, number of customers and “share of wallet”, return on equity, positive cash flow

Front 4

Better

Back 4

better quality (at lower costs to produce that quality) in products, services, and business and management processes

Front 5

Cheaper

Back 5

touches every component of the business -- supply chain, logistics, operations, administrative and customer service, marketing and product development, technology infrastructure; headcount reductions, technological and facilities improvements and reductions in cost of capital

Front 6

The Client’s Perspective

Back 6

Capability Rigor -- to augment staff’s skills and knowledge
Resource Deficits -- to augment staff numbers
Political cover to provide scapegoats for unpopular or controversial decisions
Objectivity to gain views free of political, functional, or other bias
To get out of the way of their own bureaucracy
Training or coaching to enhance their own skills
Often they just want a solution where they have tried and failed or recognize that a 3rd party is necessary either for economic or capability reasons

Front 7

The Manager’s Rationale (For Hiring Consultants)

Back 7

Supplement
Complement
Enhance
Catalyst

Front 8

Supplement

Back 8

manager (or staff) has the skills but not the time. Use of skills to meet peak work requirements. Example: Assessing customer reactions to a new product line. Determining the feasibility of constructing a new manufacturing facility

Front 9

Complement

Back 9

Complement – fills gaps in managerial (or staff) capabilities. Pay for specialist skills only when needed. Developing and executing a Public Relations plan to deal with some publicity disaster; design and implementation of a new website.

Front 10

Enhance

Back 10

Enhance – helps manager improve their overall level of performance. Leadership and management training and organizational development programs are best examples here.

Front 11

Catalyst

Back 11

Catalyst (Differentiate and Integrate)– helps lead managers in organization change efforts and can have a transformational effect on the managers themselves. Organization development initiatives, change management are examples of typical projects

Front 12

Authority Vs. Influence
Exam Question 1. (True/False).

Back 12

A Management Consultant is a person who is in a position to
have some influence over an individual, group, or organization,
but who has no direct authority to make changes or implement
programs

Front 13

Authority =

Back 13

Positional Power
-Consultants will have authority
within their project team structures
but no authority over the client’s
organizations

Front 14

Influence =

Back 14

Positional Power + Personal Power + Social Power

Front 15

Personal Power =

Back 15

expertise + reverent power
-people like you, want to be like you, identify with you, admire some qualities you have, respect you (maybe fear you)

Front 16

Social Power =

Back 16

networks and perceived support

Front 17

Influence and Results

Back 17

Influence skills can determine determine the success or failure of your project
Your ability to influence will be largely determined by your expertise AND the relationships you build
When influence skills are applied effectively, leadership results

Front 18

Influencing is...

Back 18

Influencing is a communications power that draws on
various sources of personal and social power to change
events, circumstances, and people.

Front 19

Influencing Tactics

Back 19

Influencing tactics (persuasion)
Logic (rational, economic)
Emotional (values, sense of worth, legacy)
Cooperation (support)

Front 20

Other Influencing tactics

Back 20

–ingratiation, exchange
(Quid pro Quo), personal appeal, coalition, and pressure

Front 21

Consulting Framework/Process

Back 21