Peter Sorensen, CMC Chairman 2005-07, ICMCI

1. Value Creation and Image Building through Certification of Competency in the Management Consulting Industry Peter Sorensen, CMC Chairman 2005-07, ICMCI Budapest November 2006 PS ICMCI

2. Greetings from ICMCI Executive Committee 2005-2007:Chairman Peter SorensenDenmarkVice Chairman G. Shanker IndiaVice Chairman Gerd Prechtl AustriaVice Chairman Liew Shin Liat Singapore Treasurer Alphons Roels Netherlands Secretary Brian Ing UKPast Chairman Barry Curnow UKExecutive Director Caroline Loomans Netherlands Budapest November 2006 PS ICMCI

3. Certification of Competency • Mission • Goals • Geography • Principles • Policies • Documentation • Assessment • CMC, Certified Management Consultant • ACP, Accredited Consulting Practice • Structure (Global, Hub, National) • International Linkages • Current Trends • Value Creation Budapest November 2006 PS ICMCI

4. Mission of ICMCI • To elevate the standards of management consultants worldwide, and to provide the international community with the confidence that these standards, combined with the certification process of its member institutes, will ensure that certified management consultants serve their clients with world-class competency & professionalism • To support the creation & development of national professional institutes throughout the world as well as encourage information sharing, networking & reciprocity between institutes adhering to ICMCI international standards & its code of conduct Budapest November 2006 PS ICMCI

5. ICMCI Goals • Stimulate the creation and development of a global profession with institutes and consultancies as players • Communicate the Common Body of Knowledge and Competence Model as learning and training resources • Maintain minimum global standards • Stimulate national institutes to produce their own appropriate implementation models Budapest November 2006 PS ICMCI

6. Budapest November 2006 PS ICMCI

7. ICMCI Members Australia,Bangladesh, China, Chinese Taipei, Hong Kong, India, Japan, Jordan, Korea, Malaysia,New Zealand, Singapore, Thailand Austria, Bosnia-Herzegovina, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Finland, Germany, Greece, Hungary, Ireland, Italy, Latvia, Macedonia,Netherlands, Norway, Poland, Portugal, Romania, Russia, Spain, Sweden, Switzerland, Turkey,United Kingdom Nigeria,South Africa Brazil, Canada, USA Budapest November 2006 PS ICMCI

8. ICMCI Principles • Individual Certification of Management Consultants according to International Standards • Ethics – Code of Professional Conduct, Disciplinary Board, Collegiate Evaluation of Complaints, Sanctions • Diversity of practice in implementation, according to markets and culture – one standard per country • Self assessment and development Budapest November 2006 PS ICMCI

9. ICMCI Policies • Full Members subject to triennial review • Provisional Members receive coaching • Institutes must have adequate procedures for qualifying individuals to CMC standard, • Accredit practices according to protocol • May approve educators and trainers • Reciprocity and Mutual Recognition between institutes Budapest November 2006 PS ICMCI

10. ICMCI Documentation • Agreements have been reached on : • International Code of Professional Conduct • International definitions within the profession • Common Body of Knowledge (CBK) • Common Competence Framework • Minimum qualification requirements for CMC consultants • A basis for reciprocity between member institutes • Accreditation of Management Consulting Practices (ACP) Budapest November 2006 PS ICMCI

11. ICMCI Assessment • ICMCI assures valid CMC Certification according to common standard in all member institutes – through assessment and documentation of standards and procedures • ICMCI assures that Accredited Consulting Practices (ACP) are accredited under common standards and procedures in various ICMCI institutes • Learning through sharing Best Practice • Knowledge exchange Budapest November 2006 PS ICMCI

12. What is CMC? • InternationalQuality Standard for Individual Management Consultants (technical competence, social competence, methodological competence, ethics) • International Certificationfor individual management consultants • Official body for awarding the CMC is the National Institute for Management Consultants (in Hungary VTMSZ) Budapest November 2006 PS ICMCI

13. Why CMC – Certification? • Qualification on a voluntary basis: • - including regular quality assessments • International recognition: • CMC is a unique and worldwide competence standard for individual management consultants • CMC ensures that certified management consultants serve their clients with high level competence and professionalism • Elitist international community of management consultants: • Public Relations and networking platforms provided by the National Institutes of Management Consultants and ICMCI • Increase of transparency, securityandconfidenceforclients • Improvement of the profession´s image Budapest November 2006 PS ICMCI

14. CMC – Benefits for Clients Quality Assurance • CMC ensures Consulting Performance, Experience and Ethics, • thus facilitates the selection and evaluation of adequate management consultants • Monitoring on a regular basis ensures a mature management consulting performance • Permanent education secures fundamental and up-to-date knowledge Budapest November 2006 PS ICMCI

15. CMC Competence Profile • Consultants’ know-how • General knowledge of business management • In-depth knowledge in the areas of specialization (technical and clients’ business) • Business acumen • Social competencies • Ethical principles • Personal development Budapest November 2006 PS ICMCI

16. CMC Requirements • Management Consultant – owner or employed • Main occupation as a management consultant • Independent company • Working as a consultant for at least 3 years • Academic education / Equivalent / 5 additional years • Participation in IMC Seminar on ethics (DK) • 3 client assignments with references • Structured interview / written exam on ethics and competency Statement every year on Continued Professional Development Budapest November 2006 PS ICMCI

17. ACP Accredited Consulting Practice • Practice qualifies its own consultants for CMC through recruiting, training, mentoring and motivating consultants, personnel policy, continued personal development – and doing quality assurance • ACP is assessed thoroughly by institute through consulting process to assure adequate qualifications – and reassessed every 3 years • Certification is evaluated by ACP and proposed - but granted by institute • Self assessment and development Budapest November 2006 PS ICMCI

18. ICMCI Structure • Congress every two years (Istanbul 03, Beijing 05, Dublin 07) • Working meetings in between (Vancouver 04, Moscow 06) • Hubs (Africa - Middle East, Asia Pacific, Americas, Europe) • Hub Meetings • One National Institute per country Budapest November 2006 PS ICMCI

19. Linkages with International Bodies Building global recognition of ICMCI • Building relationships with associations (like FEACO, AMCF, ZEN NOH REN, International Chambers of Commerce) • Registered as an NGO with UN ICMCI has achieved a Special Consultative Status by the United Nations Economic & Social Council (ECOSOC) Budapest November 2006 PS ICMCI

20. Current trends for CMC More than 10,000 CMC’s 44 Member institutes, >10 potential Members Increasing awareness of certification in public Advantage for documentation of competency in public tenders: Certification, accreditation and abidance by ethics code Increasing consultancy interest in becoming Accredited Consulting Practices Budapest November 2006 PS ICMCI

21. Value Creation and Image Building Clients Quality Assurance of Consulting Performance, Experience, Maturity, Competence Development and Ethics for ACP’s and CMC´s Knowledge of expected Requirements for Consultants Easier process for Selection of Consultants through adequate external Evaluation Disciplinary System for evaluating Complaints with Sanctions (out of Court) Budapest November 2006 PS ICMCI

22. Value Creation and Image BuildingConsultancies Quality Assurance Process Learning Process, Best Practice Improved Performance, Benchmarking Documented Qualifications Public Image of Competency and Ethics Advantage in Pre-qualifications Visible distinction (business cards, letterheads) External Recognition Motivation of Consultants Network Budapest November 2006 PS ICMCI

23. Value Creation and Image Building Consultants Certification Process is Learning Process Improving and filling Competency Gaps Awareness of Ethics and Methods Personal, Portable Certificate documenting International Standard Competency Reciprocity Visible distinction (pin, business card, letterhead) Individual Motivation Continued Professional Development Network Budapest November 2006 PS ICMCI

24. ICMCI and institutes in the world of Management ConsultancyQualifying consultants through: Developing StandardsCertifying management consultantsAssessing institutesAccrediting consulting practices and Approving educators to the Common ICMCI Standard peter.sorensen@ddf.dk Budapest November 2006 PS ICMCI

25. Peter Sorensen1981-Management Consultant, CMCIT, organization and business development1990-2006 Board Member Danish MCA’s1995-Danish Trustee to ICMCI 1997-2000 Board Member FEACO 1999Established Danish Associations DMB and DICMC 1999-2004 Chairman DICMC until merger with DMB1999-2005 Vice Chairman / Treasurer ICMCI 2005- ICMCI ChairmanEthics, International Relations, New Members, Certification, Assessment, Professional development Budapest November 2006 PS ICMCI