Wikki Verma Start A Generalized IT Consulting Company - PowerPoint PPT Presentation

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Wikki Verma Start A Generalized IT Consulting Company

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Select a particular Web Name within the IT line in which you are especially well versed or capable to focus your business on. You might choose to start a generalized IT consulting company, but if you can boast skills in a Unique areas of the industry you are more likely to receive customers with specialized requirements. – PowerPoint PPT presentation

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Title: Wikki Verma Start A Generalized IT Consulting Company


1
Wikki Verma consulting
2
Human Capital Intellectual Capital
Staffing
Development
IC
Communication
Performance Management
Remuneration and Reward
3
Structure of Lecture 6 and 7
  • Lecture 6
  • Level of analysis
  • Organisational perspective
  • Framework for analysis
  • Management of knowledge (reactor model)
  • Lecture 7
  • Level of analysis
  • Work process
  • Framework for analysis
  • Identity model
  • HRM issues across both lectures
  • Recruitment and selection of consultants
  • Promotion policies up-or-out principle
  • The boundaries of HRM practices

4
Objectives
  • To understand the characteristics of the
    management consulting industry
  • History
  • Types of organisations
  • Types of consultancy activities
  • Typology of human capital
  • According to the client interface process
  • Career structures within management consultancy
  • The role of consultants as knowledge brokers
  • Typology of client capital
  • The consulting firm client relationships
  • The HRM practice focus
  • Recruiting human capital
  • Managing across boundaries

Human
capital
Social
Network
capital
Capital
Structural
Client
capital
Capital
Organizational
Capital
5
History
  • Management as a unique field of study
  • Arthur D.Little (1890s)
  • McKinsey Company
  • First management and strategy consultancy
  • Founded by James McKinsey in 1926 (Chicago)
  • Hiring of bright young MBAs
  • Rise of management consultancy after World War II
  • Development of tools for strategic management
  • Boston Consulting Group (1963), McKinseyCo,
    Harvard Business School
  • BainCo - focus on shareholder wealth
  • Consulting within accountancy and technology
    firms
  • PwC and IBM
  • Niche consultancy firms
  • Corporate social responsibiity

6
Types of firms in the industry
  • Accountancy firms offering consultancy
  • Large non-accounting consultancies
  • Small specialist boutiques
  • Gurus
  • Independents

7
Types of Consultancy services
8
Different types of consulting services a
knowledge-based view
Bespoke Expert economics Person-to-person IT
enables personal Build experience Reward for
knowledge creation and sharing McKinsey
Company
9
Typology of Human Capital
  • The consultancy process
  • Career structures
  • Consultants as brokers of human capital
  • Boundary spanning

10
The consultancy processYour experience
  • Paired assignment
  • Identify a consultancy experience that you have
    been part of.
  • Characterise the individual stages of the
    consultancy process
  • Interview your partner and identify
  • Which skills were developed at each stage of the
    consultancy process
  • Which other knowledge resources did you rely upon
    during this process
  • Summarise your findings and be prepared to feed
    back to the group

11
The career structure
  • Analysts
  • Consultants
  • Senior Consultants
  • Business development managers
  • Directors/Partners

12
The McKinsey Facilitator case
  • Specific type of human capital
  • Across boundaries
  • How would you design the recruitment process to
    capture this human capital?

13
The client-consultant relationship
  • Human capital and its link to client capital
  • Dimensions for analysis
  • Strength of ties
  • frequency
  • Relational
  • trust
  • Cognitive
  • Shared mental models
  • Giving answers or shaping futures

14
The nature of relationships
Architecture
Dyadic
Structural holes
Structural density
Social capital (between facilitators) Morphology Structural density X Structural holes
Social capital (between facilitators) Trust Nature Deep X Resilient
Positional X Generalized
Social capital (between sponsors) Morphology Structural density X
Social capital (between sponsors) Trust Nature Deep Resilient X
Social capital (between sponsors) Positional Dyadic Generalized X
Client-and-network capital (between internal and external facilitators) Morphology X Structural holes
Client-and-network capital (between internal and external facilitators) Trust Nature Deep X Resilient
Client-and-network capital (between internal and external facilitators) Positional Dyadic X Generalized
Organisational capital HRM process Flexibility Mechanistic Adaptive X
Client relationship process Flexibility Mechanistic Adaptive X
15
Facilitator network SC CNC viewpoint
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