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Business Consulting: Capacity Building for Russian Consultants

??????????? ?????? ??? ?????????? ??? - II. 2. A ? Presentation of Expert: Jean-Pierre Michiels. Origin: Belgian ? Based in Brussels;Education: Business Administration, ?Nijenrode University";Languages: English, French, Dutch, German, Italian, Spanish;International Business background: 30 years

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Business Consulting: Capacity Building for Russian Consultants

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    1. Business Consulting: Capacity Building for Russian Consultants

    2. ??????????? ?????? ??? ?????????? ??? - II 2 A – Presentation of Expert: Jean-Pierre Michiels Origin: Belgian – Based in Brussels; Education: Business Administration, “Nijenrode University”; Languages: English, French, Dutch, German, Italian, Spanish; International Business background: 30+ years management positions in small, medium and large multinational firms (Belgian, Japanese, US, Turkish, Belgian, Dutch, Danish, …); Sectors: International trade, machinery, metal, tooling, computer, textile, chemicals, logistics (maritime transport, port management); Consultancy: 13+ years – Private Sector Development, SMEs Focus: Strategic Business Development, capacity building related to the Competitive Challenges from Globalisation Pressures.

    3. ??????????? ?????? ??? ?????????? ??? - II 3 B – Global Change: The Challenges of Modern Society Workforce Patterns Change - Examples for Major Workforce segments: - House/Estate Servants in developed countries around 1913 = largest ‘employee’ group (30%) Today: domestic servants are almost gone - Farmers: Before = over 40% - Today: below 8% (still decreasing) - Factory Workers (bleu collars): same decrease (cause: automation & information systems) FACT: Competitive Pressure ? Cost Reduction ? Process Rationalisition Education – Skills - Changes in Business requirements: - USA, 1950-1980: Young Bleu Collars got HIGHER earnings ? higher education graduates Today: Fully Opposite = Highly educated & skilled + niche expertise WANTED Move into the Age of LEARNING (knowledge) Society – Example for Japan: Already in 1995, Japan was producing 2,5 x more ? 1970 with same energy + less raw material FACT: Work has become KNOWLEDGE-INTENSIVE New Technologies = High Knowledge Content Knowledge Management: Develop enterprise Added-Value = Knowledge, Innovation, Creativity

    4. ??????????? ?????? ??? ?????????? ??? - II 4 C - The Consulting Process: 6 steps 1. Contact: Engaging the initial contact and discussing the intervention area; 2. Negotiation: Formulating a contract and establishing a helping relationship; 3. Diagnostics: Identifying the problems through diagnostic analysis to qualify/quantify the action; 4. Programming: Defining a work programme setting goals and planning for action; 5. Implementation: Taking action and getting proactive feedback; 6. Termination: Final review of results and completion of the contract.

    5. ??????????? ?????? ??? ?????????? ??? - II 5 1. Contact Understand the Business ENVIRONMENT Understanding Customer NEEDS Understanding Overall SCOPE of the Intervention Develop a COMMON UNDERSTANDING Output: AGREEMENT for a CONTRACT base CONCLUSION: YES (we agree) or NO = firm NOT READY yet or NO “FIT” = DISAGREEMENT = communication wrong or bad * (* Manager of enterprise not convinced of consulting value)

    6. ??????????? ?????? ??? ?????????? ??? - II 6 2. Negotiation CLARIFY Needs, Expectations and Requirements ANALYSIS: Internal/external Business Function Review TASKS: What to do? (Qualify & Quantify tasks) Involvement: Who will participate? Output: Common Understanding (what and who) Conclusion: Contract AGREEMENT (ToR of services to be performed: scope of the job, objectives, pricing and payment terms)

    7. ??????????? ?????? ??? ?????????? ??? - II 7 3. Diagnostics What is the PROBLEM? What ACTION? Analysis: Review internal & external Business Functions Tasks: What to do? (qualify & quantify all actions) Involvement: Who will participate? Output: Common Understanding (what and who) CONCLUSION: Good BASIS to proceed * (* Clear common understanding of the consulting intervention)

    8. ??????????? ?????? ??? ?????????? ??? - II 8 4. Programming Formulation of detailed WORK PLAN Tasks: Complete, detailed list of actions (what to do) Intervention levels: Participants (who does what) Timing of actions: Schedule (when to do what) CONCLUSION: Clear PLAN accepted * (* Company participants are fully aware of Work Plan challenges)

    9. ??????????? ?????? ??? ?????????? ??? - II 9 5. Implementation Work Plan in action – Proactive Feedback Focus on actions: Make sure the job is done (control) Monitoring: Evaluation of Results (quality/quantity) Feedback: To measure the customer Satisfaction = enabling to adjust the Work Plan to real Needs * CONCLUSION: Proactive Implementation taking place (* Adjustment: adaptations in case of unforeseen circumstances, activity re-orientation and corrective steps according to real needs)

    10. ??????????? ?????? ??? ?????????? ??? - II 10 6. Termination Final review of results - Completion of Contract Conclusion of the consulting process: a) New processes are in place; b) New results are obtained in line with set objectives. Overall impact of the consulting work: Evaluation of final Results a) Beneficiary client is empowered; b) Client has full control of new instruments. The Firm’s Needs have been addressed: Change is in Process CONCLUSION: The Firm is in Control, open for New Support * (* Management is happy of new processes/changes = The CONFIDENCE developed by the Consultant opens the door for new intervention)

    11. ??????????? ?????? ??? ?????????? ??? - II 11 D – Consulting Skills: An Essential Condition for Effective Consulting Business Consulting Skills for Managers = Essential skills for a Good Consultant

    12. ??????????? ?????? ??? ?????????? ??? - II 12 What are good manager's skills? Creativity to find new solutions and new options Good communication skills of all kinds Respect for clients, confidentiality and culture Vision to see possibilities beyond the obvious Partnership in working with clients or customers - both internal and external Leadership in setting an example for others to follow Flexibility in facilitating change or adapting to changing needs.

    13. ??????????? ?????? ??? ?????????? ??? - II 13 Essential skills for a Good Consultant Excellent interpersonal skills = ability to develop a relationship and generate trust Client-oriented (showing interest in the customer) Ability to listen with tact and diplomacy Analytical: critical and objective in diagnosing the situation to identify the real underlying problems Adaptable/flexible + Team worker Good communicator and negotiator Report writing skills in plain clear language Expertise: Sound technical knowledge of the area concerned

    14. ??????????? ?????? ??? ?????????? ??? - II 14 Conclusion What makes a Real Good Consultant? Long-term Thinking: - Extrapolate the firm’s future longer term needs - Thinking ahead the risks in a fast changing world Continuous Skills Improvement: - Update your Expertise and Best Practise levels - Knowledge, Thinking, Attitude: Know the trends

    15. ??????????? ?????? ??? ?????????? ??? - II 15 Afternoon Session E – Presentation of European Consultancy real life situations Discussion of European presentations – Role Plays Question: How to deal with CHANGE in Russian SMEs? Objective = Finding Answers from REAL Field Experience to develop the consulting business Discussion & brainstorming of the major challenges YOU have in the field Resistance from Managers, Owners, middle management (culture, attitude, …) How develop Credibility? Why and How have you been Accepted? What are the Best Incentives for Change? How do consultancy firms cope with unfair compeition? CONCLUSION

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