• 1. MBA Introductory Training The Art of Consulting October 2000
    • 2. Learning Objectivesa 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 understanding of how you can contribute new (or refreshed) skills for data gathering and interviewing a preliminary personal development plan for the next 6-12 monthsAt 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 session will help provide:
    • 3. AgendaWelcome 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 Personal Development Planning Framework Individual planning Summary and Closing Activity Table Discussions -- “What recommendations would you have for next year’s MBAs?”
    • 4. Warm-up
    • 5. Warm-up Activity -- Class-wideWhat behaviors do you associate with an effective PwC consultant?
    • 6. Roles & Responsibilities of a Consultant
    • 7. Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilitiesThought LeadershipRepurposed ContentRelevant, Leverageable ExperienceEnhanced Staff Capabilities (skills, knowledge, experiences)Client Shareholder ValueFirm ProfitsEngagement
    • 8. The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffsDeveloping a broad skill set by working on a broad range of projects and industriesLeveraging prior relevant knowledge of industries/subject matter to deliver projectHolding staff for the “perfect” jobInvesting in thought leadership to expand firm’s product offeringDeveloping a unique, “blank sheet” of paper approach for a client problemContinually cycling through different clients to develop a broad experience baseMeeting utilization targetsSelling proven, easily repeatable projectsLeveraging previously developed contentDeveloping deep client relationshipsVS.
    • 9. For the firm to be successful, it must be able to do three things well -- develop staff, market and execute projectsCritical Factors for SuccessDevelop StaffDevelop skillsets via training and on-the-job experiences Develop and share knowledgeMarket the FirmMaintain an appropriate level of investment and return on investment Leverage prior experiencesExecute ProjectsAchieve an optimal blend of new and repurposed content
    • 10. 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 shiftDevelop Thought Leadership Manage Products Promote Capabilities Build Client Relationships Generate ProjectsDevelop Team Manage Resources Solve Core Problems Communicate ResultsDevelop StaffDo the WorkMarket the FirmRecruit Develop Skills and Transfer Knowledge Network Motivate and RetainFor 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?
    • 11. Level 3 Consultants have a range of recruiting, skill development, and knowledge transfer responsibilitiesResponsibilitiesExamples as to how a Level 3 Consultant can contributeEnergetically 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 presentationsRecruitProactively 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 Clearly educate project team members/clients about new methodologies or analytic techniques Provide ad hoc guidance to assist junior staff 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 the practice group Participate in developing “white papers” and thought leadership pieces Develop Skills and Transfer KnowledgeDo the WorkDevelop StaffMarket the FirmDo the Work
    • 12. Level 3s also network with, train, and retain other staffResponsibilitiesExamples as to how a Level 3 Consultant can contributeDo the WorkDevelop StaffMarket the FirmTackle 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 career 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 Work with practice leadership to address practice issuesMotivate and RetainDevelop 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 develop strong relationships with fellow practitioners Direct recent hires and others to appropriate people and resourcesNetwork
    • 13. Level 3s support and engage in a variety of marketing efforts for PwCResponsibilitiesExamples as to how a Level 3 Consultant can contributeDraft citations to communicate key project insights throughout practice group Develop and share innovative analytic techniques Develop and author the proposal, receiving limited input where necessaryUnderstand PwC product and service offerings methodologies and key citations Understand PwC, MCS, and SC strategies/goals Display strong competency in 1-2 tools, including knowledge of detailed steps, strengths/gaps, and citationsDevelop Thought LeadershipManage PwC Products & ToolsConvincingly describe personal roles and contributions to recent engagements Credibly discuss recent wins for the Firm and results of high-profile engagements Demonstrate awareness of the Firm's major practice groups, competencies, and specialty practicesPromote CapabilitiesMaintain positive relationships with client staff with key information or resources Proactively understand and consistently meet or exceed all client expectations Establish firm’s reputation with client personnel Develop relationships with client managers that yield competitive insights, market intelligenceBuild Client RelationshipsAuthor major portions of successful written proposals (e.g., problem structuring, credentials) Identify and preliminarily scope promising 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 materialsGenerate ProjectsDo the WorkDevelop StaffMarket the Firm
    • 14. Level 3s serve critical roles in team development, resource management, problem solving, and results communicationResponsibilitiesDevelop StaffMarket the FirmDo the Work: Level 3 RolesDo the WorkImplement team building activities Seek and respect input from team members Proactively support teammates Manage assigned client staff and/or PwC consultants Identify potential team members with relevant skills & interestIdentify 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 monitor progress, and provide timely, accurate forecasts of prospective difficulties Identify team management opportunities Begin to manage client teams Manage ResourcesDevelop TeamSeek out relevant knowledge to apply Synthesize findings logically, defend a point of view, and define recommendations Develop interview guides, conduct interviews, lead focus groups, and facilitate working sessions Demonstrate strong knowledge of analytic techniques, frameworks, and methodsSolve Core ProblemsClearly synthesize results of data collection/analysis Author sections of written deliverables Deliver portions of presentations with clarity and confidence to client management Serve as a key facilitator at client workshops and presentationsCommunicate ResultsExamples as to how a Level 3 Consultant can contribute
    • 15. Beyond problem-solving capabilities, each new consultant is expected to possess certain additional critical skills/traitsDefining QuestionIndependence Tolerance for Ambiguity Sense of Ownership Creativity PersistenceCan 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 to 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/Trait
    • 16. Critical skills/traits (continued)Key Skill/TraitDefining QuestionSolution Orientation End-Product Orientation Collaboration Organization Multi-level Thinking Is the consultant continually focused on identifying solutions or alternatives rather than emphasizing problems? Is the consultant an “angel’s 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 picture” to diving into the analysis?
    • 17. PwC evaluates all consultants and principal consultants along three dimensions1. Teamwork & cooperation 2. Living our values 3. Evaluating, developing & coaching 4. People program participation1. Productivity 2. Financial management 3. Revenue generation 4. Knowledge managementAdding value to our ClientsAdding value to our FirmAdding value to our People1. Project results 2. Client relationships 3. InnovationFY2000 version
    • 18. Project Overview
    • 19. Let’s look more closely at the set of roles and responsibilities associated with “Do the Work” ...MobilizationSituation AssessmentSolution DevelopmentImplementation PlanningLearningPHASES OF TYPICAL PROJECT
    • 20. Activity -- 10-minute table discussions followed by a class-wide debriefWe will assign one phase of the typical project to each table In your table groups, review the responsibilities associated with your 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
    • 21. In the first phase, the primary responsibility of the consultant is to assist the team lead in preparing for the project and preparing the workplanResponsibilities Effectiveness TipsUnderstand study context and scope Understand client dynamics Proactively contribute to issue analysis, hypothesis generation, and workplan development Assume ownership for portions of the workplan 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 opportunities to assume ownership Ask questions, with a purpose and a point of view
    • 22. In the second phase, the primary responsibility of the consultant is to build the “fact base” that will serve as the basis for conclusionsResponsibilities Effectiveness TipsUnderstand purpose and use of appropriate frameworks, 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 client team members Understand the editing/report production process
    • 23. In the third phase, the primary responsibility of the consultant is to develop a strong “pyramid” in support of recommendationsResponsibilities Effectiveness TipsParticipate in generating and assessing alternatives and recommendations 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
    • 24. In the fourth phase, the primary responsibility of the consultant is to develop the detailed plans that link ideas and actionsResponsibilities Effectiveness TipsAssist in preparing an implementation plan Support selected client managers in translating change Develop a communications plan Participate in periodic checkups Identify emerging roadblocks to implementation of potential solutions
    • 25. In the final phase, the primary responsibility of the consultant is to identify opportunities for both learning and knowledge sharingResponsibilities Effectiveness TipsPrepare the analyses and deliverables for client delivery Identify lessons learned and practice development opportunities Prepare the workpapers (hard and soft copies) Develop a citation for this engagement, and incorporate in your resume
    • 26. Consultants should know that certain behaviors are key to success, particularly when dealing with clientsBe HonestWhen you don’t know, say so. When you’re not sure, admit it and offer to follow upBe PreparedBe prepared for the inevitable questions, both straightforward and leadingBe DiscreetBe careful with what you say – assume that the client is listening at all timesBe Sensitive to Client PerceptionsBe aware of client’s perceptions, and avoid behaviors that reinforce these perceptions
    • 27. The key to managing client perceptions is to put yourself in the place of the client, and then to act accordinglyTips to Manage/Rebut Behaviors that Reinforce a Negative Perception“They’re overcharging us”Don’t perform non-value-add work during working hours and/or in front of the client Keep references of “conspicuous consumption” to a minimumClient Perceptions“They think they’re better than us”Adapt to client’s business environment (e.g., working hours, dress codes) Treat all levels of client personnel well Be conscious of the client’s time Don’t overestimate your own importance“They don’t understand our business”Do your homework Take an interest“They are carpetbaggers”Form relationships, without jeopardizing your objectivity
    • 28. Break
    • 29. Data Gathering & Interviewing
    • 30. Objectives for this sectionProvide an overall context and guide for gathering data during a project Understand how data will support analyses and other project objectives Identify where to obtain data Learn how to organize activities and tasks Improve your ability to structure and perform client interviews When to use an interview Contents of an interview guide Structure of an interview Interview tips
    • 31. Section AgendaData Gathering Approach Interview Process
    • 32. Define Data Gathering RequirementsDevelop Data Gathering PlanGather DataA structured approach to gathering data can support projects throughout multiple phasesStrategic Change FrameworkData Gathering ApproachMobilizationSituation AssessmentStrategy DevelopmentImplementation PlanningLearning
    • 33. Key PurposeDetermine data requirements Identify specific data needs tied to proposed analysesDEFINE DATA REQUIREMENTSDetermine other project related requirements Provide context for project Manage stakeholders Build relationships Identify and qualify data sources Establish credibility for the project and project team within the organization+Define Data Gathering RequirementsDevelop Data Gathering PlanGather DataWhen defining data requirements, consider that data gathering activities can serve a variety of purposes
    • 34. Key ActivitiesDEVELOP DATA GATHERING PLANIdentify data sources Primary data sources Secondary data sourcesDetermine appropriate data gathering activities Interviews Facilitated workshops Survey Literature search On-line research Archival research Best practices Observation Sequence data gathering activities Determine dependencies Consider logistical requirements Evaluate project deliverable timeline Determine order between/within activitiesAssign data gathering responsibilities PwC team members Client personnel Data service/ contract assistance Define Data Gathering RequirementsDevelop Data Gathering PlanGather DataA comprehensive data gathering plan considers where to obtain the data and how to organize activities and tasks to maximize the efficiency and effectiveness of our efforts
    • 35. Pre-survey activities Identify participants and location Enlist appropriate sponsorship Line up survey processing support Determine survey time table Select survey vehicle (e.g., electronic, paper based, telephone) Design and pilot the survey Key Activities (Survey Example)GATHER DATAExecute survey Distribute survey Query participants to ensure proper tool use Follow up prior to survey due datePost-survey activities Compile data Review data for consistency and completeness Clarify data anomalies with participants Prepare database for analysisDefine Data Gathering RequirementsDevelop Data Gathering PlanGather DataSuccessful data gathering requires significant pre- and post-work
    • 36. Section AgendaData Gathering Approach Interview Process
    • 37. Define nature and scope of interviewsDevelop interview guideMake arrangementsConduct interviewsAnalyze and summarizeINTERVIEW PROCESSGUIDED DIALOGUEFollow a structured process from definition of the interview program to the analysis and summary of the findings
    • 38. Hypothesis Generating Interviews Client objectives “Real” issues How things work Underlying problems Where “bodies are buried” Client cultureData Gathering Interviews Market trends Competitive situation Organizational issues Industry economics Technology Hard data Sales force Net price Market shareValidating Interviews “Blind spots” Feasibility of recommendations Validity of analysis/ estimates Outside perspective (customers/suppliers) Politics Credibility1. DEFINE NATURE AND SCOPE OF INTERVIEWSGenerally the team uses interviews to gain a perspective or gather data that isn’t available from written materials
    • 39. Category Client PwC SMEs, Gov’t Agencies, Universities Customers Distributors Substitutes Competitors SuppliersTypical Interviewee a) Senior management b) Technical staff c) Sales managers and sales staff Industry “expert” Buyer, specifier Dealer, sales manager Senior management Senior management Supplier sales individual Purpose Understand how client sees the problem Understand products, applications, technology Understand market data, buying process/factors Understand general dynamics of industry, political considerations, regulatory trends Understand customer needs, purchasing criteria, competition, market data Understand market data, view of client and customers Understand economics of substitution, reaction of market Check our view, understand position, response Integrate with client, importance to driving client’s businessWhenFirstSecondThirdLastDuring a typical engagement, talk to a range of people in a sequence that allows the team to build on its knowledgeIllustrative
    • 40. ü Recommended useNature of InterviewIn-depth InterviewComplex IssuesSensitive TopicsData-intensiveQualitative IssuesShort Interviews (Targeted Information)Large Number of InterviewsüüüüüüüüüüüüüIn-personPhoneFocus GroupTwo InterviewersType of InterviewThe decision as to how and where to conduct interviews depends on the nature of the interview ...üüüIllustrative
    • 41. IntervieweeClient InterviewsCustomer/Supplier InterviewsCompetitor InterviewsThird-party InterviewsüüüüüüIn-personPhoneFocus GroupTwo InterviewersüüüüType of Interviewü Recommended use… and on the type of intervieweesIllustrative
    • 42. Use issue analysis as a starting point: Topics Data needsSequence topics: To build context To build understanding To build relationshipUse visual aids: Tables/graphs Other graphics (business system)Separate topics/questions into: (a)absolutely must find out (b)would like to know2. DEVELOP INTERVIEW GUIDESAn Interview Guide flows from the issue analysis and serves as a tool for organizing the interview
    • 43. Introduction General Specific Data Forms ClosingThis study/project Today’s discussion What responsibilities do you have relative to … ? What fraction of equipment is sold to ...? What are CSFs in these markets? How would you describe your relationship with your distributors? Anything else? Can I have a copy of … ? Thanks!The interview guide should include an introduction, the questions, and templates for recording comments/answers
    • 44. One topic at a time keep the interviewee focused Watch phrasing/meaning be clear and direct (minimize jargon and consultant speak) Give background to but don’t bias answers help interviewee Ask about specifics use follow-up questions as appropriate Know and cover your let less important points slip if priorities necessaryStructure the questions carefully -- pay close attention to the specific wording and sequence
    • 45. IssuePossible ResolutionsCan we reveal client identity?Before interview After interview Generic only Not at allAre there sensitive issues, or is this a touchy situation?What is the Quid pro Quo, if any?Who will generate names?Are any interviewees PwC clients?Skip it Client will handle it Just be carefulYour interest and presence Our estimates or data A written summaryProject team PwC ClientContact client partner first3. MAKE ARRANGEMENTSBEFORE making any arrangements, confirm with the project manager (or partner) to understand how to handle potential issuesFirst, before making any arrangements, understand how to handle the following issues:
    • 46. CallMake arrangements in person Call early Get a name Call back Use a variety of basic approaches to gain time They are key It’s in their interest It may be interesting Anticipate resistance to participation Time Confidentiality “I don’t know anything”ConfirmConfirm arrangements Purpose and duration Date, time, location AttendeesPlan AheadGive yourself time Usually one week Sometimes two days On-the-spot call may help Arrange for assistance from the client Project assistant Client Team Lead Client Project ManagerKnow where you’re going Get a map Get detailed directionsArranging interviews takes time
    • 47. Scale Economies Are PossibleA Learning Curve Does ExistSchedule several interviews per day, though not too many Schedule adequate time to complete your notes immediately after each interviewSchedule less important interviews to occur earlier in the sequence Refine questions in the interview guide based on “how the initial interviews went”Schedule several interviews to occur per day, and sequence these interviews to take advantage of the learning curve
    • 48. INTRODUCTIONCLOSINGGUIDED DIALOGUE4. CONDUCT INTERVIEWSAn interview is a guided dialogue that you introduce, conduct, and close
    • 49. Use the introduction to establish rapport, create a context, and focus attention on the relevant subject matterIntroduce yourself, PwC, the project team, and the study/project Build credibility; only the truth Don’t be pompous Describe any factors associated with confidentiality Confirm/state the nature of the confidentiality the interviewee can expect Establish if a competitive situation exists Confirm the length of the interview Respond to questions or concerns
    • 50. Monitor the progress of the interview against your schedule -- always leave enough time to properly close the interviewPlan in advance how to close each interview: Summarize any agreed upon actions or next steps Obtain names of other key individuals to contact Arrange to obtain any unfamiliar documents referenced Express gratitude Schedule follow-up interview if required; otherwise, leave the door open for a return call
    • 51. Before beginning the next interview, complete your notes and reflect on the implications of what you heardComplete the notes immediately Write down everything you can remember Highlight incomplete areas Provide background to put the interview in perspective Create a header with the date/time and participants Describe the participants’ titles, responsibilities, histories with the company, attitude during interview Reflect on the relevance of what was said Edit the notes, highlighting critical responses and information Think about what else you need to know
    • 52. GuideNotesDataAnalysisSummary5. ANALYZE and SUMMARIZECreate an initial analysis and summary of the interviews and accompanying data
    • 53. Develop preliminary conclusions -- ask “so what” as you write each conclusionTie conclusions to initial hypotheses Use the issue analysis plan and interview guide as starting points Look beyond the facts Ask “Why?” and “So what?” Link supporting data to the conclusions Identify potential problems with regard to Feasibility of recommendations Confidentiality Implementation concerns Qualify opinions as appropriate, e.g., due to insufficient or uncertain data
    • 54. Provide a list of next steps as part of the summaryOther interviews to be scheduled Other analyses to be performed Other data sources to be reviewed Other issues to be exploredPossible Next Steps:
    • 55. POTENTIAL PIT-FALLSPlanning and executing a solid interviewing program can be difficultTalking to the wrong people Missing key issues Breaching confidentiality Never getting to specifics Mishandling sensitive client topics Asking questions that have already been answered Setting false expectations Failing to bring insights back to the team
    • 56. INTERVIEW TIPSPractice makes perfect Preparation and practice are keyListen carefully Probe for details Use the interview guide as a tool -- be flexible Balance “covering your priorities so you get what you came for” with “remaining flexible so you can pick up unplanned gems” Get quotes and anecdotes to document qualitative issues Take accurate, complete notes -- templates help; having a second person take notes also helps Return to earlier questions at the end of the interview to clarify, fill in gaps, and/or verify responses Respect your time commitments (e.g., arrive on time, leave on time) Learn how to recognize and respond to interviewee’s disposition
    • 57. Break
    • 58. Personal Development Planning
    • 59. Personal Development Planning Pyramid Add your 2-year personal goals Add your 1-year personal goals Add your sub-goals for this year that will support your long-term goals2-Year Goals1-Year GoalsPeople Sub-GoalsFirm Sub-GoalsClient Sub-Goals
    • 60. Personal Development Planning Pyramid -- Sample 2-year goals 1-year goals Sub-goalsBe sought out as a Strategy SME an Industry SMEContribute to a thought leadership white paperObtain a “1” performance rating for Client Results Orient and assimilate new project team membersParticipate in thought leadership activitiesParticipate in 5 - 7 recruiting events
    • 61. Personal Development Planning Pyramid -- Template Add your 2-year personal goals Add your 1-year personal goals Add your sub-goals for this year that will support your long-term goals
    • 62. Summary and Closing Activity
    • 63. Closing Activity -- 10 minute table discussions followed by a class-wide debriefLook ahead to one year from now -- what advice will you give the new MBAs?