Consulting Basics

1. Consulting Basics The Consulting Institute

2. 2 Consulting Continuum

3. 3 Our Training Process

4. 4 Learning Activities

5. 1 � Course Objectives What will we learn

6. 6 Do these things By the end of this course, you will be able to: Explain why you would be a good consultant Describe the different types of industries, consultants, and maturity levels Discuss concepts related to consulting and decide your entry point Identify distinct consulting models and approaches

7. 7 Contents

8. 1 � You What will we learn

9. 9 Session Objectives By the end of this section, you will be able to: List your personality type Explore methods to earning more money Describe where you fit into the organization Discuss market trends and needs Identify routine organizational crises Develop & market solutions

10. 10 My Type - Activity Determine your personality type Keirsey Temperament Sorter

11. 11 Section Topics

12. 12 How do I Earn More Read about your subject Study and investigate the topic thoroughly Master you understanding by implementing what you have read and dedicating yourself to staying caught up on what interests you Consultants are able to learn more about business while building their consultancy according to their own schedules and goals.� Many Consultants work part-time to make a little extra income.� Other Consultants have set their goals to achieve great strides by treating the opportunity as a full-time business. Now is the perfect time to start! You can set your own goals! You can earn what you are worth! The number of consultants is increasing DAILY!Read about your subject Study and investigate the topic thoroughly Master you understanding by implementing what you have read and dedicating yourself to staying caught up on what interests you Consultants are able to learn more about business while building their consultancy according to their own schedules and goals.� Many Consultants work part-time to make a little extra income.� Other Consultants have set their goals to achieve great strides by treating the opportunity as a full-time business. Now is the perfect time to start! You can set your own goals! You can earn what you are worth! The number of consultants is increasing DAILY!

13. 13 Organizational Fit There are obvious reasons such as: A project is overdue. The technical staff is stretched beyond its limits. A critical skill is missing. There is danger of missing a marketing window. There is no full-time engineering department. Here are some you may not have thought of: A consultant can often speed up a project by bringing with him many years of experience. There is a good chance he has done something like it before. A consultant can provide skills that you need only occasionally and, therefore, cannot afford in a full-time employee. Consultants are cost-effective because the only time you pay for is spent on the project. You're not paying for vacations, staff meetings, health insurance and company picnics. Most consultants have chosen their profession because they are unusually good at it. Consultants are also business people. So, they will understand that you�re interested in results, not science projects. There are obvious reasons such as: A project is overdue. The technical staff is stretched beyond its limits. A critical skill is missing. There is danger of missing a marketing window. There is no full-time engineering department. Here are some you may not have thought of: A consultant can often speed up a project by bringing with him many years of experience. There is a good chance he has done something like it before. A consultant can provide skills that you need only occasionally and, therefore, cannot afford in a full-time employee. Consultants are cost-effective because the only time you pay for is spent on the project. You're not paying for vacations, staff meetings, health insurance and company picnics. Most consultants have chosen their profession because they are unusually good at it. Consultants are also business people. So, they will understand that you�re interested in results, not science projects.

14. 14 Industry Analysis The Most Common Tasks That Consultants Undertake In The Nonprofit World: Diagnosis And Assessment - They'll identify your problems with you and state them. Problem Solving - They'll suggest ways of solving your problems. Research And Analysis - They'll investigate the trends, events, obstacles and opportunities affecting your organization's goals. Training - They'll teach your board and staff essential skills. Mediation - They'll help resolve disputes with or within your organization. Facilitation - They'll help set goals for an important meeting, such as an annual retreat or membership meeting, and lead group members through a series of structured steps to meet the goals. Contract Services - They'll hire out to plan and execute high-skill tasks of limited duration. Systems Development - They'll devise reliable methods for conducting daily business or they may concentrate on providing the best available equipment to accomplish important tasks. Executive Search - They'll locate candidates to fill key staff positions. Organizational Process -They'll help identify and resolve problems in communication, personnel conflict, and collaboration that hinder you from attaining your organizational goals. Planning - They'll work with the board to devise and complete a strategy for the organization's future. Fund Development - They'll assist board and staff in developing strategies for fundraising or in carrying out fundraising plans. Board Development - They'll help you identify goals for your board, help you plan to recruit new members and train the board to meet their goals. In practice, consultants rarely take on just one of the tasks outlined here. A good consultant can and often will work on several fronts simultaneously and comfortably. (from Succeeding with Consultants: Self-Assessment for the Changing Nonprofit by Barbara Kibbe and Fred Setterberg for The David and Lucile Packard Foundation, published by The Foundation Center.) The Most Common Tasks That Consultants Undertake In The Nonprofit World: Diagnosis And Assessment - They'll identify your problems with you and state them. Problem Solving - They'll suggest ways of solving your problems. Research And Analysis - They'll investigate the trends, events, obstacles and opportunities affecting your organization's goals. Training - They'll teach your board and staff essential skills. Mediation - They'll help resolve disputes with or within your organization. Facilitation - They'll help set goals for an important meeting, such as an annual retreat or membership meeting, and lead group members through a series of structured steps to meet the goals. Contract Services - They'll hire out to plan and execute high-skill tasks of limited duration. Systems Development - They'll devise reliable methods for conducting daily business or they may concentrate on providing the best available equipment to accomplish important tasks. Executive Search - They'll locate candidates to fill key staff positions. Organizational Process -They'll help identify and resolve problems in communication, personnel conflict, and collaboration that hinder you from attaining your organizational goals. Planning - They'll work with the board to devise and complete a strategy for the organization's future. Fund Development - They'll assist board and staff in developing strategies for fundraising or in carrying out fundraising plans. Board Development - They'll help you identify goals for your board, help you plan to recruit new members and train the board to meet their goals. In practice, consultants rarely take on just one of the tasks outlined here. A good consultant can and often will work on several fronts simultaneously and comfortably.

15. 15 Your Strengths

16. 16 The Perfect Consultant Today's complex challenges require sound, decisive solutions. This is particularly true when issues of strategic planning, leadership development, and productivity improvement are concerned. That's where T.G. Wall Management Consulting can help.Organizations turn to consultants for many reasons: Lack of expertise in complex issues such as change management, corporate culture, or productivity improvement Not having the time or people to devote to these issues, because those resources are committed to conducting the day-to-day business of the company The need for the fresh views and approach of an objective outsider�a perspective that company personnel can't see because they are too close to the situation. Today's complex challenges require sound, decisive solutions. This is particularly true when issues of strategic planning, leadership development, and productivity improvement are concerned. That's where T.G. Wall Management Consulting can help.

17. 17 Organizational Crises

18. 18 The Consulting Life The consultant: will provide the expertise needed to prepare, plan, coordinate the rehearsal, ceremony & reception saves you time saves you money objective and knowledgeable solves problems acts as the key contact and liaison  personalized service The consultant: will provide the expertise needed to prepare, plan, coordinate the rehearsal, ceremony & reception saves you time saves you money objective and knowledgeable solves problems acts as the key contact and liaison personalized service

19. 19 Mentor vs. Study Group Gab Ask yourself What are your reasons for choosing your options? What are your opinions about these options? Are there other options available? How do you find out?Group Gab Ask yourself What are your reasons for choosing your options? What are your opinions about these options? Are there other options available? How do you find out?

20. 20 Research Approaches

21. 21 4 Things Firms Want

22. 22 Principles of You Your Motivating FactorsYour Motivating Factors

23. 23 Process to Transform

24. Theconsultinginstitute.com Best Approach

25. Theconsultinginstitute.com Get the Question!

26. Theconsultinginstitute.com Structure Your Problem

27. Theconsultinginstitute.com Use the Models

28. 28 Session Summary

29. 29 Closing Quote "It is much easier to be critical than to be correct." � Benjamin Disraeli

30. 2 - Terms Consulting Nomenclature

31. 31 Section Objectives

32. 32 Consulting Defined What is consulting? Consulting is what any of us do when we engage or interact with others, whether in a personal or professional situation, by applying our experience or knowledge to help achieve a goal. Source: www.artofconsulting.com That goal might be the management or direction of a project, the resolution of a strategic or specific business problem, or the development of a product. That goal might also be the resolution of a personal dilemma a friend is faced with, helping someone through a painful situation, or assisting someone in finding a job. That goal might be the management or direction of a project, the resolution of a strategic or specific business problem, or the development of a product. That goal might also be the resolution of a personal dilemma a friend is faced with, helping someone through a painful situation, or assisting someone in finding a job.

33. 33 Consultant Defined What is a consultant? A consultant is any person who applies his or her experience or knowledge to help achieve a goal. Source: www.artofconsulting.com

34. 34 Consultant Principle - #1 "Information is the currency of democracy." � Thomas Jefferson

35. 35 Term Categories

36. 36 Term Categories � cont�d Fundamental Work Breakdown Structure Functional Specifications SWOT Analysis Essential Jargon These terms apply specifically to the DVD manufacturing industry Digital Linear Tape (DLT) SuperPink (Adult Material) Dumpbins (Big cheap DVD bins at Wal-mart or Target) Fundamental Work Breakdown Structure Functional Specifications SWOT Analysis Essential Jargon These terms apply specifically to the DVD manufacturing industry Digital Linear Tape (DLT) SuperPink (Adult Material) Dumpbins (Big cheap DVD bins at Wal-mart or Target)

37. 37 Fundamental Terms Business Analyst (BA) Work Breakdown Structure (WBS) Critical Path Standard Operation Procedure (SOP) Best practices Service Level Agreement (SLA) Subject Matter Expert (SME) Billable SWOT Analysis Matrix Operations Information Technology (IT) Project Management Office (PMO)

38. 38 Essential Terms Functional Specifications Requirements Gathering Use Cases Testing Scenarios

39. 39 Jargon Industry Jargon Oil & Gas Aerospace & Defense (Space & Military) Legal Financial Medical Manufacturing Automotive Marketing

40. 40 3 Jargon Buckets Give more examples of jargon. Select an industry and list as many terms as you can remember from that industry sector. Share them with the group.Give more examples of jargon. Select an industry and list as many terms as you can remember from that industry sector. Share them with the group.

41. 41 Catchphrases Core versus context. Front office versus back office. Customer facing versus infrastructure. Incredible productivity tool. Legacy system. Major upgrade. Real time. Reengineering. Reliability is our middle name. Requires minimal maintenance. Revised release date. Robust. Screamer.

42. 42 Buzzwords deploy architect syndicate iterate extend granular leading-edge front-end knowledgebase strategic fit gap analysis game plan empower employees location-aware asset tracking real-time visionary think outside the box quality-driven the big picture A Taxonomy for BIBy Colin White | Jun 01 '04 IT folks like buzzwords. To gain visibility and acceptance in the IT industry, new technologies and products must be associated with a buzzword - ideally a buzzword that the press and analysts are currently talking and writing about. If a new solution doesn't fit an existing buzzword category, a vendor may create a new word and then hope they can convince analyst organizations such as Gartner and META to adopt it. After all, analyst organizations make their money by creating new buzzwords and charging a fee to anyone who wants to understand it and anyone who wants to learn about products that are the best at supporting it. Vendors, in turn, view a good position on the vendor buzzword charts as crucial to success. The above viewpoint may be cynical, but the fact is that we are a buzzword-driven industry. Buzzwords are useful, provided they are not abused. Even in today's business-driven approach to IT, where buying power is rightly in the hands of business users, IT must still install and maintain new technologies and products. Buzzwords enable IT staff to categorize new solutions, determine which department should be responsible for a new solution and select products ......A Taxonomy for BIBy Colin White | Jun 01 '04

43. 43 Taming Context

44. 44 How Do I Get It Listen HARD � do more than hear H � Holding your thoughts and listening A � Actively R � Relentlessly D � Discerningly Form Questions LEAP Learn Express Interest Apply while Analyzing Produce proof that you are attempting to understandListen HARD � do more than hear H � Holding your thoughts and listening A � Actively R � Relentlessly D � Discerningly Form Questions LEAP Learn Express Interest Apply while Analyzing Produce proof that you are attempting to understand

45. 45 Four Key Steps Remember NO ONE WILL SPEAK ENGLISH DURING YOUR FIRST WEEK LISTEN HARD FORM QUESTIONS LEAP A � Writing terms makes them yours B � Reviewing the context is simple. Recall the circumstances under which you were introduced to the term, was it a staff meeting? Did you find it on the company website? Was it in a project document? Remember NO ONE WILL SPEAK ENGLISH DURING YOUR FIRST WEEK LISTEN HARD FORM QUESTIONS LEAP A � Writing terms makes them yours B � Reviewing the context is simple. Recall the circumstances under which you were introduced to the term, was it a staff meeting? Did you find it on the company website? Was it in a project document?

46. 46 Transformation KSA�s are industry standard terms applied by HR to identify competencies for jobs.KSA�s are industry standard terms applied by HR to identify competencies for jobs.

47. 47 Focus on the Client

48. 48 The 7 C�s of Needs Clients � Value Cost � Savings Control � Empowerment Convenience � Access Confidence � Stability Company � Goals Customs � New Processes

49. 49 Distinct Actions for Wins

50. 50 Internal/External

51. 51 Technical/Functional

52. 52 Maturity Level

53. 3 - Concepts Essential Understanding

54. 54 Standard Factors Time is always of the essence. Your time and the deadline the company is working toward. Vital because it is harming the company some how, they are calling because of trouble, they�ve been smacked pretty hard by complacency. S � Studied, M- Manageable, A � Adept, R � Responsive, T � Tenacious/Tough, S � Specialized Smarts � Expertise is vital, they want to know if you can identify the problem and develop a solution � sometimes they want to own the decision and use your expertise as a guide, sometimes they want you to do it all � it varies project to project (sometimes they need you to perform a role on the team.) Cost � It isn�t everything, it�s the only thing. Companies tend to pay to make more money or stop losing money. (Only recently are they paying money to save money � they only want to gain or not to lose what they already have � they embrace cost cutting measures more than cost saving measures � what how the organization works � they typically pay lip service to this idea) Then finally, what do you cost (hourly, daily, value based.) Analysis � sometimes when they call, they may not know the scope of the problem. If they do know, they want it quantified or diagnosed independently of the organization � this is where your expertise allows you to perform an assessment or evaluationTime is always of the essence. Your time and the deadline the company is working toward. Vital because it is harming the company some how, they are calling because of trouble, they�ve been smacked pretty hard by complacency. S � Studied, M- Manageable, A � Adept, R � Responsive, T � Tenacious/Tough, S � Specialized Smarts � Expertise is vital, they want to know if you can identify the problem and develop a solution � sometimes they want to own the decision and use your expertise as a guide, sometimes they want you to do it all � it varies project to project (sometimes they need you to perform a role on the team.) Cost � It isn�t everything, it�s the only thing. Companies tend to pay to make more money or stop losing money. (Only recently are they paying money to save money � they only want to gain or not to lose what they already have � they embrace cost cutting measures more than cost saving measures � what how the organization works � they typically pay lip service to this idea) Then finally, what do you cost (hourly, daily, value based.) Analysis � sometimes when they call, they may not know the scope of the problem. If they do know, they want it quantified or diagnosed independently of the organization � this is where your expertise allows you to perform an assessment or evaluation

55. 55 3 A�s of Chaos Whispers Rumblings Roars lead to general calamity and chaos You learn to fight fires and be reactionary. Whispers Rumblings Roars lead to general calamity and chaos You learn to fight fires and be reactionary.

56. 56 Finding Consultants

57. 57 Problem Identification

58. 58 Sensational Six Six Problem Categories It costs the company money � we are bleeding cash. It takes too long to perform � we have become inefficient, it�s a big deal to perform our regular work or our competitors do this better than us. Folks need to change � our staff must adapt to the market by using new technology or editing the existing process, training may be needed. We don�t have the capacity to perform the work � Technology, talent, skill, big prioirity projects, critical path, space, attrition. The product is not quality or the customer decides not to buy. � product is a dud, doesn�t perform as expected, backlash, lawsuits, you name it. Our service level has slipped, resulting in lost revenue. � People won�t shop our store any more. Six typical categories with different flavors of problems, these cut across industry sectors, departments, companies.Six Problem Categories It costs the company money � we are bleeding cash. It takes too long to perform � we have become inefficient, it�s a big deal to perform our regular work or our competitors do this better than us. Folks need to change � our staff must adapt to the market by using new technology or editing the existing process, training may be needed. We don�t have the capacity to perform the work � Technology, talent, skill, big prioirity projects, critical path, space, attrition. The product is not quality or the customer decides not to buy. � product is a dud, doesn�t perform as expected, backlash, lawsuits, you name it. Our service level has slipped, resulting in lost revenue. � People won�t shop our store any more. Six typical categories with different flavors of problems, these cut across industry sectors, departments, companies.

59. 59 Critical Factors

60. 60 Market Dynamic The key work types change annually � each year there is something that burns hot. Customer Relationship Management Smarter, more lean sales forces Sarbanes-Oxley Regulations put in place to reduce corporate fraud and white collar crime eCommerce Lots of major technology firms and standard business embrace eCommerce as a business cornerstone rather than a quick fix marketing afterthought Enterprise Resource Planning Lots of companies deciding not to swim against the tide and are working to implement SAP or peoplesoft to replace their current systems, I liken this group to the people who are only just now going out to buy their very first pc. The key work types change annually � each year there is something that burns hot. Customer Relationship Management Smarter, more lean sales forces Sarbanes-Oxley Regulations put in place to reduce corporate fraud and white collar crime eCommerce Lots of major technology firms and standard business embrace eCommerce as a business cornerstone rather than a quick fix marketing afterthought Enterprise Resource Planning Lots of companies deciding not to swim against the tide and are working to implement SAP or peoplesoft to replace their current systems, I liken this group to the people who are only just now going out to buy their very first pc.

61. 4 - Models Approaches to Consulting

62. 62 Section Objectives

63. 63 6 Step Model

64. 64 Seven C�s of Consulting Client Clarify Create Change Confirm Continue Close Source: Mick Cope, The Seven C�s of Consulting, 1999

65. 65 The Four P�s Describe Changes In Revenue and Market Entry ConsiderationsDescribe Changes In Revenue and Market Entry Considerations

66. 66 The Four C�s Compare How a Firm Is Positioned Versus Competitors/DivisionsCompare How a Firm Is Positioned Versus Competitors/Divisions

67. 67 Porter�s Five Forces Five Forces are Useful for Evaluating Entire IndustriesFive Forces are Useful for Evaluating Entire Industries

68. 68 McKinsey�s Seven S�s

69. 69 Industry Pulse

70. 70 Model Matrix

71. www.theconsultinginstitute.com