1. MBA Introductory TrainingThe 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 theconsultant 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 answershelp 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?