Presented by Strong Shepherd

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Presented by Strong Shepherd Associates a joint
venture of Strongs Supreme Service Inc.
and EduVision Inc. In the interest of full
disclosure and transparency, participants should
note that this program is presented in
association with the Caribbean Institute of
Management Consultants (CICMC) and contains
materials licensed by CMC Canada. The principals
of Strong Shepherd Associates are members of
each respective Association and have involvement
in these Associations.
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Tools of Management Consulting

• An overview of tools and approaches used to
  conduct management consulting assignments

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Workshop agenda

• Overview of consulting
• the overall consulting process
• role of specialization and consultancy breadth
• Toolkit for consultants
• intuition and experience
• data collection, analysis, evaluation and
  decision making
• effective meetings and communications
• team development tools
• change management tools
• tools for functional specialization

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Workshop Objectives

• Develop awareness of the consulting framework
• Entry, Diagnosis, Action Planning,
  Implementation, Termination
• Identify the range of tools available to a
  consultant
• link tools to the consulting process
• Develop an understanding of data management
  tools
• Understand how these assist problem solving
• Understand the challenges of change management
• Identify linkages between tools and human
  management aspects of consulting interventions

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Overview of consulting

• The business of consulting and the professionals
  toolkit

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Components of Consulting
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Process and Tools
Process drives the steps in Management
Consulting and provides a logic path Tools
provide approaches to effective analysis and
problem solving at each stage Breadth your
ability to include all functional areas in
diagnosis and beyond
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Discussion

• What are some of the key challenges in
  undertaking a consulting assignment?
• When you are responding to a clients needs
• When you are undertaking the assignment

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Overview of the toolkit

• What sorts of tools are involved and where are
  they used

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Relevance of Tools to Process
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Tools for the job

• General purpose consultative tools
• used across functional areas focus of this
  course
• used for general data collection, analysis and
  decision making
• should be part of every consultants toolkit
• used when and where applicable
• Tools of technical expertise
• every functional specialization will have
  applicable tools
• strategy, HR, IT, marketing / sales, finance,
  operations, quality management and others
• these must be part of the consultants functional
  expertise

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Toolkit summary

• Summary in the workbook
• Three sources of tools Kubr Tague and this
  course
• Note other sources e.g. Memory Jogger by GOAL /
  QPC
• Tools can have multiple applications
• Entry, Diagnosis, Action Planning (ideas /
  decisions), implementation and termination
• Same tools can be known by various names
• Consultants role to select applicable tools

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Exercise

• Work with other participants to come up with a
  list of the types of approaches that you can use
  to gather information about a client during your
  first visit.
• Examples might include listening (to what?)
  observing (what would you look at or look for?)
  etc.

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Role of Knowledge and Intuition

• Importance of combining knowledge and experience
  for observation, insight and rapid assimilation
  of data

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Knowledge and experience

• Typically critical at Entry stage
• limited time to assess situation
• tools to be used would include
• MBWA (management by walking around)
• intuition (gained from experience seen this
  before)
• may lead to simple hypothesis of situation
• face to face discussion with individuals
  groups
• internal documentation review (inc. organization
  scan / review)
• external / industry documentation review
• high level process maps / schematics

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What do organizations do?
CHANGE
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High Level Process Map
Marketing
Core Processes
Planning
Coastguard
Data acquisition
Other External
External Data input
Integration
Data Management
Production
Denotes Corporate interface / involvement
Distribution
Servicing
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Data collection and analysis tools

• Approaches that help gather information and how
  this can then be sorted and presented for
  effective understanding and analysis

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Entry and Diagnosis

• Entry and Diagnosis require facts
• many will be discarded as irrelevant
• builds an understanding of the clients situation
• Entry will be high level Diagnosis more in
  depth
• process will be iterative
• collect data, analyze, discard, expand,
  evaluate, expand etc.
• lines between project stages might be unclear
• key is to build an understanding supported by
  facts
• always keep the key clients issues (WNTBA) in
  mind

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Progress towards understanding
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Tools at Entry Stage
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Data Gathering (Diagnosis)
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Data Gathering (Diagnosis)
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Data Gathering (Diagnosis)
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Exercise

• Review the case study included in the course
  workbook that provides background information on
  a client that you are going to work with
  (Solutions R Us).
• a. identify what type of data is available
• b. identify what additional data you might want
  to obtain
• c. identify what type of analysis you would
  consider
• Note we will continue this case study after you
  have completed the above tasks.

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Data Evaluation and Decision Making

• Tools that can be used for understanding
  information and using this to generate ideas, and
  make choices and decisions

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Data Analysis (Idea Generation)
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Analysis / Decision Making
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Analysis / Decision Making
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Exercise

• Continuing with the Solutions R Us case study
  and the work that you completed in the last
  exercise, now start to think about the next
  stages in the process
• a. what sort of data analysis / thinking might
  be applicable?
• b. is there any initial thinking that you have
  about what the issues may be here?
• c. from the information provided can you define
  one or more key WNTBA statements?

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Problem Analysis Framework
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Problem to Root Cause
Costs in 000s
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From Possible to Root Cause
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Identification of Cost / Benefit
Project cost 100K
Savings 295K (545 - 295 250K)
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Meetings and communications

• The challenge of balancing task and relationships

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Working with People

• People skills are key to effective consulting
• this workshop will not cover this area in detail
• Importance to recognize some key areas
• people will be providers of information and all
  have agenda
• peoples personal drivers will vary based on
  personality
• People issues must be managed
• understand the personality types
• understand how these impact ability to provide
  information
• learn to manage meetings and other communications

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High level type

• Not about good or bad people
• all have mix of task and relationship
• reactions will vary
• Q4 are the effective leaders

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The Insights Colour Energies
Insights ?
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Tasks and Behaviours
Task focus
Behaviour focus
Shepherd / Eduvision ? 2007
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People and Communications

• Tools in the toolkit should include
• effective meeting management skills
• planning, scheduling, defining topics / agenda,
  staying on task
• understand / use key roles within meeting
  activities
• encouraging participation body language issues
  post meeting work
• minutes / communicate observations and
  understandings
• Meetings as a critical tool
• meetings - a key activity at all stages of
  consulting interventions
• core process for communications (both collect
  and deliver)
• good practise to assess client satisfaction with
  the approach

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Discussion

• Work with other participants to identify some of
  the key aspects of effective meeting management
• a. how to run meetings
• b. what to avoid
• Suggest using a do and do not approach?

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Change Management

• An overview of the issues and approaches to
  leading and managing organizational and
  individual change

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There is nothing more difficult to execute, more
dubious of success, nor more dangerous to
administer than to introduce a new system of
things for he who introduces it has all those
who profit from the old system as his enemies,
and he has only luke warm allies in those who
might profit from the new system. Machiavelli
The Prince 1513
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Why understanding is important
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Understanding continued
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Shepherd / EduVision ? 2007
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Models for Change Management

• Extensive and on-going research
• More widely known and used models
• Kotter - Principals of Change
• SARA Model
• Lewin Change management Model
• Other models
• Leavitt / Bahrami Diamond
• McKinseys 7 Ss

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Aspects of Change

• Organizational change readiness
• Organizational readiness assessment tools
• Lewin (unfreeze, change, refreeze)
• Darryl Connor Building Resilience
• Teams and group change readiness
• Human behaviour, understanding and development
• Stages of team development reality (need for
  coaching)
• Individual change readiness
• Kotter Principles
• SARA(H) models
• Brian Palmer

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Triggers of change
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Change Management
(Continual ) Leadership for Change
Lewin Model
Design and develop new approaches
Embed and perpetuate
Building preparedness
Is Should
Should Might
Should Is
Current
Transition
Improved
Tools and Templates for Change
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Change Implementation
EduVision / Shepherd ? 2007
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Exercise

• Referring back to the Solution R Us case study,
  discuss with other participants some of the
  potential aspects of change management that you
  think might be important in this particular
  situation based on the limited information that
  you have available.
• Be ready to discuss your key observations, issues
  and suggestions.

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Team and Group Development

• Addressing human dimensions of change management

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Developing Teams

• Teams may already exist
• consultant should be able to assess team
  effectiveness
• use of an assessment tool may be a useful device
• prepare to deal with issues that may impact
  later stages
• be prepared to include team development if
  required
• understand that teams just dont happen

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Life of an Effective Team
Effective Facilitation Skills
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Importance of TeamFeedback
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Implementation and Termination

• Tools to assist clients in implementation and
  support termination decisions

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Typical role changes
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The challenge of deployment
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Discussion

• What sorts of tools would a consultant use in the
  implementation and termination stages of a
  consulting project?

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Planning / Implementation
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Closing / Termination
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Some Considerations

• Does the client own the solution and
  implementation?
• Can they measure ongoing success?
• were measures of success defined and agreed?
• how do the measures link to the performance
  management systems?
• have they been left with adequate capability?
• are the changes embedded in new training and
  development activity

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Importance of Termination

• Successful projects create follow on business
• review materials by David Maister
• consultancy is a relationship driven business
• building trust is a key asset to a consulting
  business
• Must ensure that clients goals have been
  achieved
• worth going an extra mile to create satisfaction
• value the relationship / manage the project (its
  about balance)
• be prepared for on-going follow up to ensure
  sustainability
• Remember the ethical commitment to the clients

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Course evaluation and closing

• Assessing todays learnings and moving to the
  next steps

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Review of Workshop Objectives

• Develop awareness of the consulting framework
• Entry, Diagnosis, Action Planning,
  Implementation, Termination
• Identify the range of tools available to a
  consultant
• link tools to the consulting process
• Develop an understanding of data management
  tools
• Understand how these assist problem solving
• Understand the challenges of change management
• Identify linkages between tools and human
  management aspects of consulting interventions

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Process and Tools

• Process drives the steps in Management
  Consulting and provides a logic path
• Tools provide approaches to effective analysis
  and problem solving at each stage

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Summary of Follow up Actions

• Review materials from this workshop
• Ensure the sections of Kubr are reviewed
• Research the tools identified in the toolkit
• use the references available
• do your own web search activity
• develop a resources binder / file (if you dont
  have one)
• Assess / improve your breadth / depth if
  required
• functional specialization industry focus and
  others
• Prepare for the consulting process workshop

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Thank you!

• Continue to develop and hone your consulting
  skills this is a profession where others depend
  upon your knowledge.