岗位职责-ManagerJob1
- 1. bcNovember 1998Copyright© 1998 Bain & Company, Inc. The Manager Job1TheManagerJob
- 2. Job DescriptionSeven 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 analytical situationsRevenue:Serve existing revenue base effectively Contribute to revenue generationTeam management and development:Have a process that is effective in delivering results Develop people; build organizational capability Establish productive relationships with PartnersClient asset sustainability: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 leadersSenior client influence:Are viewed as a business advisor to increasingly senior clients Drive clients to take action in multiple situations; do so in multiple client relationshipsAsset building:Contribute to people, products, client development/brand, office leadershipPartnership values:Are viewed as a leader in the office Are recognized as a team player Adhere to operating principles Are viewed as a good corporate citizenComponentDescription2TheManagerJob
- 3. Value Addition GuidelinesDemonstrate ability to solve clients’ toughest problems (generate brilliant insights) strategy operations implementation Achieve real value and results (package insights to move client to act) NPV stock price Demonstrate skills in different client and analytical situations new client vs. existing client small client vs. large client strategy vs. operationsFor promotion to Vice President: have demonstrated consistent success over a sustained period as a manager (looking back over 2+ years) 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 competitors3TheManagerJob
- 4. Revenue GuidelinesServe existing revenue 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 salesFor 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)4TheManagerJob
- 5. Client Asset Sustainability GuidelinesDemonstrate leadership in helping to 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 additional work would be appropriate) viewed as an expert asked for advice on a broad range of business issues valued as a general coachFor promotion to Vice President: have driven multiple flagship relationships over time at a CEO/Executive level are highly valued by senior clients (testimonials/references)5TheManagerJob
- 6. Senior Client Influence GuidelinesAre 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 relationshipsFor promotion 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 situations6TheManagerJob
- 7. Team Management and Development GuidelinesHave 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 PartnersFor promotion to Vice President: average or above average caseteam scores and upward feedback over time (12-24 months) respected/admired by peers and subordinates7TheManagerJob
- 8. Asset Building GuidelinesFor promotion to Vice President: exemplary contribution in one area above average contribution in more than one areaHere are some ways to contribute to asset building.Caseteam processes Advisor processes Training Recruiting Office leadership Corporate citizenship (general connectedness)People AssetsPractice/capability area contributions BRAVA contributions BDPs, how-to documents for capability areasProduct AssetsContributions (non-staffed) to client development Marketing (speeches, articles, networking)Client Development/ BrandInfrastructure initiatives (graphics, library, IT, travel) General office leadership (presence, positive force for change)Office LeadershipInvestment club Deal generationOther8TheManagerJob
- 9. Partnership Values GuidelinesAre viewed as a leader in the office Are recognized as a team player Adhere to operating principles Are viewed as a good corporate citizenFor promotion to Vice President: viewed as a leader in the office embody the firm’s operating principles9TheManagerJob
该用户的其他文档
相关PPT