COSA - 2015

Consulting Skills and Approaches

Facilitators to the course

• Prof Rajesh Rajah• Pramod Allamraju & Ramakrishna Potluri

Pedagogy

• Case Studies• Simulations• Faculty facilitation• Classroom discussion

Assessment Methodology

• Quiz (20 pc)• End Term Exam (40 pc)• Class Participation (10 pc)• Presentation of assignments and reports (30 pc)

Pre-Requisite Knowledge

• Flow charting• Root cause analysis -Ishikawa, Force field• problem/solution tree• du-Pont analysis

Management Consulting Approaches• As an Activity in which a person attempts to change or improve

a situation, although this person has no direct control over the activity

• As a professional service where it is an advisory service, contracted for and provided to organisations by specially trained and qualified persons, who in an independent manner, assist the client organisation to identify management problems, analyse such problems, recommend solutions to these problems and help, when requested, in the implementation of solutions

Skills of a typical ConsultantAnalytical Skills

Flexible thinking

Communication SkillsFocussed Approach

Overall business understanding

Resource RoleProcess role

Effective Vs. Ineffective Listens to understand

Accepts data

Initially non-judgmental

Gets to know the problem/opportunity

Adopts positive approach

Appears superior in attitude

Contradicts the client

Criticizes / blames the client

Proposes instant pre-packed solutions

Only points out what’s wrong

Facilitator Specialist

Beginner /incompete

ntTechnician

Technical Ability

Interpersonal

Consultant-client relationship

Establishing (understanding stakeholders)

Managing (by building trust)

Transforming (through Implementation)

Establishing and Maintaining• Defining Expectations and Roles

• Joint prob. Definition, results to be achieved, Roles

• Understanding the category of clients in the system (p – 66 mc)

• Dimensions of relationship• Collaborative, Knowledge based, Trust based (P-69 mc)

• Roles• Resource role, Process role

Client Types• Contact Client• Intermediate Client• Main/Primary Client• Contract Client• Ultimate Client/s• Sponsoring Clients

Stakeholder Analysis• Proposer• Sponsor• User• Influencer• Gatekeeper• Mentor/protector

Essential Competencies

Building Trust (clients’ perspective)• Meeting with individual consultants• Satisfied that they have necessary expertise• Are they transparent and trustworthy• Reference checks with other clients• Clear understanding of the method of calculating fees and clarity on

the basis for expenses• Regular and structured review process• Contact manager for communicating with consultants• Post-engagement review process

Roles of a consultantMC- Page74

» Advocate» Tech. Expert» Trainer & Educator» Collaborator» Identifier of opportunities» Fact finder» Process specialist» Reflector

Influencing the client system• Demonstrating technical expertise• Exhibiting integrity and sharing knowledge• Demonstrating empathy• Assertive persuasion• Developing common vision• Using participation• Rewards and recognitions• Tensions and anxieties

Useful Frameworks • DMAIC• IMPROVE• ALTIS• AGILE • Kubr’s – EDAIT• 4 S – Search-Study-Suggest-Show• McKinsey way

IMPROVEI - Identify and Select Process for ImprovementM - Map the Critical ProcessP - Prepare Analysis of Process PerformanceR - Research and Develop Possible SolutionsO - Organize and Implement ImprovementsV - Verify and Document ResultsE - Evaluate and Plan for Continuous Improvement

Stages of Consulting process

Entry Diagnosis Action Planning

Implementation Termination

Typical stages in ENTRYInitial Contact

Preliminary problem diagnosis

Assignment strategy & plan

Proposal

Contract

EntryInitial Contacts, meetings

Always attempt for joint definition of the problem

Preparation Stakeholder Analysis Proposal presentation - SOW Contracting including pricing (Page 176 MC) Defining the problems

Paretto Affinity diagrams VOC Symptoms Whys

Rfp-Proposals• Scope of work to be undertaken• Resources to be provided by the client• Schedule/timetable which identifies imp milestones• CVs of individuals assigned to the project• Total fees as well as payment schedule• Confirmation of estimated expenses /overheads

Diagnosis Stating the Problem/s

• Revision and adjustment to assignment plan• Human side

Listing the purposes to put the problem in the right perspective Focus Purpose (P-183) Issues in Problem Identification Dimensions & Aim of diagnosis Diagnostic Aspects

Forming HypothesisData collection plan (Sources, content, detail, time, coverage, tabulation)Analysis

Identifying the causes of problem Feedback

Issues in problem identification• Mistaking symptoms for problems• Preconceived ideas about the causes• Looking at problems from only one view point• Ignoring how problem is perceived in other parts of the

organisation• Wrong appreciation of the urgency of problem• Unfinished diagnosis• Failure to clarify the focus purpose

Environment Scan

• Internal• Immediate external - Industry• Remote external – Economy, socio-politicals

…….And now you may proceed with obtaining facts, retrieving information, observations, interviews, data gathering, surveys and finally

the ANALYSIS

Dimensions of Problem identificationIdentity

• Performance, service, competence, investment opportunity

Location

• Dept, division, branch, location, SBU

Ownership

• Affected parties, who’s interested in resolving the problem

Magnitude

• Amount of loss

Time

• Length of prob, recurrence, frequency, tendency

Identifying Problem Causes (RCA)• Flow charting• Ratios• Force field, Ishikawa diagrams • Benchmarking• Performance comparisons

Action Planning (Innovation and Creativity)• Searching for solutions

• Structured solution orientation (P-215)• Experiential• Benchmarking• Creative thinking

• Developing and Evaluating Alternative Solutions• Presenting action proposals

• Alternatives with Value• Implementation plans with recourse planning

5 stages in Creative Thinking process• Preparation (analytical

• Effort (suspended judgment and freewheeling

• Incubation (suspended judgment and freewheeling

• Insight (suspended judgment and freewheeling

• Evaluation (analytical

Techniques of creative thinking• Brainstorming• Synectics• Attribute listing• Forced relationships• Morphological• Lateral thinking• Checklists• Breakthrough thinking