This seminar is designed to give internal consulting departments a fresh look at the way they are working.
We analyze the challenges they face and the realities they need to deal with in their work environments, and suggest a number of solutions to meet these challenges.
Although this workshop cannot “teach” the art of consulting from the beginning, studying and applying the concepts rigorously would have this effect, and could play an important role in the development of an internal consultant.
|We use a traditional consulting process as a background for the training, and for each phase we suggest consulting tools that can be used to achieve the goals needed to ensure a successful result.
- The candidates will focus on successful implementation at the end of the engagement as their key driver. Participants will be able to:
- Push harder for commitment from their sponsors, and gain stronger support for their ideas
- Apply a system of proof steps to each step in the consulting cycle enabling a measurable engagement process
- Assess opportunities more objectively and disengage from bad opportunities earlier
- Understand managers problems and link them to consulting solutions
- Understand and “map” the different personal characteristics of their customers
- Define the manager’s level of need and align their activities accordingly
- Choose the correct consultative style for a specific situation
- Facilitate and mediate group and team activities and meetings
- The company has an internal consulting department, or branch, which is responsible for finding and implementing consulting engagements throughout the organization - This department traditionally faces competition from externally established consulting companies, and they face the hurdle of being taken seriously within their own organization. The people who ask for the consulting services are less inclined to implement as the ideas come from within the company – less pressure to do something.
- The company has a network of internal coaches who offer their services on an individual basis. These coaching sessions often lead to larger consulting engagements.
- The company has am internal training department that often finds itself in situations where the natural solution does not lie in training, but in a consulting engagement.
- The company is an external consulting company.
- Traditional consulting wheel – process and structure
- Each phase of the process comes with its own set of “proof steps”. These are actions, documents or results by which the consultant can objectively track the progress of the engagement.
- The “proof steps” can also be used as the basis for dialogue between the consultant and their managers, or directly with their clients. Failure to fulfill proof step criteria could be used as a reason to disengage, escalate, re-start etc.
Fact-finding and qualification tools.
1. OA - Opportunity assessment. This tool consists of a list of questions and sub questions that the consultant can use to:
- Assess the seriousness of their clients and make engage / disengage decisions
- Judge whether their solutions have the support needed to succeed
- Judge whether it is “worth” engaging in the short and long term
- Consider return on investment
The OA is also the perfect tool to ensure that a team of people have the same level of knowledge over a given opportunity. It can also be used as part of a management review or a project appraisal process.
Fact-finding and qualification tools cont.
2. PPM – Pain and Personality Map. This tool is a graphical representation of the players involved in an engagement – like an organisation chart but specific to one opportunity. Consultants can use this to:
- Demonstrate and document understanding of the client’s situation
- List the individuals’ business problems and how they affect others
- Identify compelling reasons to act
- Prepare for meetings
- Analyse personal characteristics, influence and power
3. NVP – Need Value Pyramid. This tool focuses on the key concept of giving value for money and linking this to the different levels of “buyer need”. Consultants can use this to:
- Create interest and curiosity in the early stages of the consulting process.
- Gain commitment, support, funding and resources
- Win over other budget contenders
- Build reference stories for the corporate memory
- Enable a conditions of satisfaction process
Consulting style – choosing the right questions and style for the engagement.
- The acceptance style
- The catalytic style
- The confrontational style
- The prescriptive style
Facilitation and moderation skills – controlling groups and group dynamics.