咨询过程的核心技能(1)

copyrightDunford,Geigle,Jenefsky,2002AcademyofManagement2002ManagementConsultingDivisionConsultingProcess:EssentialSkillsFriday,August92002copyrightDunford,Geigle,Jenefsky,2002ModuleObjectivesParticipantswillhaveagreaterabilityto:♦identifykeychallengesintheconsultingprocess♦anticipatethecausesofkeychallenges♦linkchallengestospecificstagesoftheconsultingprocess♦planandenactpreventiveandcopingstrategiesappropriatetospecificchallengescopyrightDunford,Geigle,Jenefsky,2002CorePropositions♦Thatateachstageoftheconsultingprocesstherearekeychallenges/tensionsintherelationshipbetweenconsultantandclient.♦Thatawarenessofthesechallenges“forearmsandforewarns”consultantsintermsof:–whattowatchoutfor–howtominimisetheprospectofproblemsemerging–howtorespondshouldproblemsemergecopyrightDunford,Geigle,Jenefsky,2002GroupExercise:ComputerTimeYouareKimStephens,anewsolopractitionerwithoutanestablishedclientbase.Youhavehad15yearsofcorporateexperienceinawiderangeoffunctions.Overlunchoneday,anex-colleague,SueWest,tellsyouaboutabusinessmanfriendofhers,JedStone,whomshethinksmightbenefitfromgettingaconsultanttohavealookatoneofhisbusinesses.YoumeetJedStone,whoexplainsthathehasthefranchiseonfiveretailcomputerstoresintheComputerTimechain.Thesestoresarenothismainbusinesses–they’remorelikeinvestments.He’snoteverusedaconsultantbutSuehasconvincedhimthatheshouldgetsomeoneindependenttoanalyzetheoperatingofthestores.Jedseemsenthusedaboutyoudoingtheworkanditsoundslikeanengagementwellwithinyourexpertisesoyouagreetoacceptthebrief.Youspendseveraldaysdoinganindustrystudy,identifyingthedocumentsthatyou’llwantfromJedandpreparingascheduleofvisitstothestores.Armedwiththis,yourevisitJed.However,hisreactionismostunexpected.“Youcan’ttalktomystaff”,heexclaims.“Theyarejustsalespeople-theywon’thaveanyideaandallyou’lldoiscauseconcernthatsomethingisgoingon.Andthisrequestforthecompany’sfinancials–Ireallydon’tthinkthatitisnecessaryorappropriateforyoutohaveaccesstothis.”Youtrytoputacasetohimforaccesstobothstaffandthefinancialsbutheisunmoved.“That’sallthetimeI’vegot”,saysJed,clearlyagitated.“IhaveanothermeetingthatIneedtogetto.Justgetbacktomewhenyou’vegotsomethingtoreport.”Stillsurprisedbyhisreaction,youdecidethatyou’llneedtorethinkyourdatacollectionstrategy.ThefirststepwillbetocarryoutasurveyofshoppersastheyleaveJed’sstores.copyrightDunford,Geigle,Jenefsky,2002StagesintheConsultingProcess♦EntryandContracting♦Diagnosis:Collecting&AnalyzingData♦InterventionsandDeliverables–Products(e.g.,workshop,installedsystemwithtrainedusebase,implementationofanewcompensationsystem)–Reports–Feedback♦Exit–Closure(formalacceptanceofdeliverables)–Contractingforadd-onworkcopyrightDunford,Geigle,Jenefsky,2002EntryandContracting:HowdoIgetwork?♦Client-initiatedentry–Referralfromsatisfiedclients–Returnbusiness–Informalnetworking–Formalrequestsforbids♦Consultant-initiatedentry–Prospectingincurrentclients–Subcontractingforestablishedconsultants–BusinessdevelopmentactivitiesSalescallsConferencepresentationsProbonoworkcopyrightDunford,Geigle,Jenefsky,2002EntryandContracting:Firstmeetings♦Whatistheproblem?♦CanI(we)behelpfulinthissituation?♦IsthisthekindofworkI(we)wanttodo?♦Whatisthechemistrybetweenus/♦Whatshouldwedonext?copyrightDunford,Geigle,Jenefsky,2002EntryandContracting:Contractsandpricing♦ContractTypes–Fixedprice–Timeandmaterials(i.e.,openended)–Variablefee(eg,basedonprofitandgainsharing)–Retainer♦Pricing–Hourly?Daily?–WhattimedoIchargefor(preparation?travel?)copyrightDunford,Geigle,Jenefsky,2002EntryandContracting:Thecontract♦Client–Statementoftheproblem–Scopeofwork(statementofwork)–Expectedoutcomes,deliverablesandtimetable–Expectedcostorlevelofeffort(LOE)(eg,budgetlimit)♦YourResponse–Yourunderstandingoftheproblem–Planningassumptions(eg,whatwon’tchange)–Workplan(tasks,schedule,datasources)–Deliverables–Price–Otherterms(eg,mustyoubeonsite)copyrightDunford,Geigle,Jenefsky,2002Vignette:NationalInsuranceYourconsultingfirm(UnitedConsulting)hasbeenapproachedbyJamieLandford,theHumanResources(HR)ManagerofNationalInsurance.Shedescribeshercompanyasbeingtooconservativeandneedinga‘cando’culturetocopewithitsincreasinglycompetitiveenvironment.Sheiskeenthathertopmanagersdrivethechangesbutbelievesthattheyneedsometargetedexposuretoapproachestochangemanagement.Sheinvitesyouandsomecolleaguestoaddressthemonthlymeetingofhertopmanagementteam(TMT)onwhatUnitedcouldprovideinthisregard.Youaccepttheinvitation.Afteryouraddress,JohnCallaghan,theITManagerisoneofthefirsttocomment,“We’resoheavilycommittedtoexistingprojects,wherewouldwefitinthetime?”ManyoftheothersintheTMTmurmurornodinagreement.“Sure,we’reallverybusy”,saysJamie,“butthequestionis,doesourcompanyneedchangemanagementskills?”AlexGuthrie,theCEOisquicktorespond,“Theanswerisobviously,yes!”TheremainderoftheTMTareconspicuouslysilent,somethingthatyouandyoucolleaguescommentonwithconcernafterthemeeting.Threedayslateryouareofferedthecontracttodesignanddeliverthechangemanagementprogram.Youareaskedtoattendafollow-upmeetingwithAlexandJamie.Youagreetoattend,butwhatarey