CM notes - Samenvatting Consulting methods - Week 1 Tutorial: Six-Lookings Model: -> Engagement - Studeersnel (2024)

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Week 1 Tutorial:Six-Lookings Model: -> Engagement Leader Looking upwards: managing your sponsor in order to achieve organizational commitment. Looking downwards: managing the team in order to maximize their performance both as individuals and collectively. Looking forwards: planning in order to ensure that the team sets realistic targets and obtains appropriate resources to achieve those targets. Looking backwards: monitoring progress with appropriate control systems, to ensure that the project meets its target and that the team learns from its mistakes. Looking inwards: managing yourself, by reviewing your performance to ensure that your team leadership is a positive contribution to the project. Looking outwards: managing the client, end user, and external stakeholders (including suppliers and subcontractors) to ensure that the project meets their expectations.PSTB -> defining the problem 1. Problem statement is a simple “how do I..”

2. Idea generation is a rapid brainstorming activity
3. Idea selection
4. Benefits & Concerns
5. Critical concerns eliminate an idea (back to 1)
6. Action planning take ownershipContract Engagement (Checklist) The boundaries of your analysis Objective of the project: defining the problem (PSTB) The kind of information you seek The product you will deliver: report, presentation What support and involvement you need from the client Time schedule (magic triangle: time-budget-quality) Confidentiality (NDA, terms of conditions) Feedback and evaluationWeek 2 TutorialRACI Matrix

• A method used to assign and display responsibilities ofindividuals or jobs(people) in a task (project, service orprocess) in the organization.
• For every task, there is only one person for Accountable(Approval)
• Responsible: who is responsible for carrying out the

The key to building an effective team is to understand thisprocess and manage it well!Week 2 Guest Lectures – Client for life & Consulting skillsErik: Client for life and account management

• At the core, always about trust, proper education, sector focus, deep expertise, research, “learned” there, deliver there, passion, long-lasting relationships
• Strong benefits in long-lasting relationships
• Decision makers like credible advisors, clients fancy stability
• Consulting firm sell: pockets of expertise: translating into point-to-point solutions theme-based solutions: translate into (temporary) mixes of expertise and supporting tech & tools. Full-service solution(vertical): from strategy to

deployment, to implementation in tech solutions.

• Strategic account management:Connect with your clients’strategic objectives (whereclients set ambitions andpriorities, where many functionsin org will have to contribute,where money spends)

• Advice clients on chosen approach: SWOT

• Intentional relationshipIdentify key relationship, enable you in theaim for value creationUnderstand the strengths, and work on it

• The level of self-control and self-capable has increased significantly

• The buying organizations have professionalized, the buying process however is still very complex

• It is about commercial objectives, functional objectives, and personal objectives

• Quickly changing markets: collaboration, asset-based approaches, we do it ourselves

• The ‘commercial’ competence as part of being a professional is more and more integrated, it is about relations, teaming, and exploration. And passion for the client.Jane:

• Answer the real question – STQ S: Situation: understand the context T: Trigger: pinpoint the real causes Q: Question: answer the real question

• Structuring + Discerning Structuring: break it down. (business components, value chain, costs/revenues, markets/customers, product mix Discerning: focus on key drivers (main issues, let go of knowing everything, regular check to stat focused)

• Knowledge vs Wisdom Knowledge (Knowing): sole focus on information and data, microscopic correlation, being precise, only 1 truth. Wisdom (Understanding): information + data + experience put into context, holistic understanding, being flexible, multiple truths exist Focus on finding a real solution instead of being right, bringing true and realistic value to move forward

• Connection Getting things done needs to build rapport(融洽). Build trust, two-way communication, transparency and clarity, openness, collaborationWeek 3 Guest Lecture: Client Engagement and Business ModelsErik Olsen (Valcon)

• Valcon consulting is advise, transformation, and acceleration, delivered across our “4D” framework. Direct (advise on a new direction) – roadmap, case selection, portfolio M Double Diamond process

Integrity, together, joy, curious, can doWeek 5 Guest Lecture: Consulting in Crisis ManagementJack de Raad

• Name a crisis:
• What is a business crisis?Occurs when an unexpected problemputs the stability of org at risk.Dilemmas could be external or internal, affectingbusiness escalates to the point where it’s out of control.If left unaddressed, damage the business.
• Identify a business crisis? – assess problems for 3 keyelementsThe problem poses an imminent threat to org.The situation involves an element of surprise or shockThe situation places pressure on the org to make timelyand effective decisions.Knowing these elements can be instrumental inidentifying problems before late.
• Different types of crisis management:Responsive crisis management: build a plan,communicate with stakeholders, inform employees,

create solutionsProactive crisis management anticipates a potentialcrisis and works to prevent it. Actively monitoring forthreats.Recovery crisis management: when too late to preventthe damage it causes, and long-term negative impact,begin to salvage what’s left.

• What to do? Assess the situation, install a crisis team, defineroles and responsibilities, agree on a communicated strategy,define on a timeline, scope and scenarios, safeguard businessas usual, implement changes, closure and lessons learned.
• Added value of a consultant:Experienced, know how, capabilities, networks, trustedadvisor, flexibility
• What can the consultant do?Help to stabilizeHelp to prioritizeHelp to communicateHelp to organizeHelp to executeHelp to improveWeek 6 guest Lecture: High-performing teams

and anticipate when interact.Understand yourself better, self-awareness, tendencies,flexibilities.Build stronger relationships.

• 4 distinct personalities/ways of operations

• How to deal with Red: be quick, be smart, be gone Blue: be factual, be structured, be honest Yellow: be happy, be entertaining, be engaging Green: be gentle, be calm, be involvedWeek 7 Guest Lecture Shaping the future of consultingRichard & Ton

• Why use consultants at all? Access: unique data Trust: reliable data Knowledge: unique questions From solution development to product management

• What is product management?

 Kpi driven Follow the best practice

• Products should have a revenue hypothesis.