Consultant's Handbook

SAMIR PARIKH is a British-born management consultant with over 25 years of industry experience. He began his career with a large international consulting firm where he participated in global projects in the information technology, financial services and telecommunications industries. In early 2000 Samir founded SPConsulting, a global management consulting firm based in Stockholm, Sweden. The firm partners with multinational Fortune 500 clients, helping them to excel in their own areas of specialization in highly competitive environments. Samir and his team also deliver high-impact training workshops for organizations with high people development ambitions. Focused on the topics of consulting skills and the tactical use of storytelling they have provided a platform for accelerated learning across the globe. For more information visit www.spconsulting.se

• Acknowledgments xiAbout the author xiiiIntroduction xvChapter One EMBRACING THE CONSULTING MINDSET 1Understand the basic consulting proposition 2Do you understand your own consulting proposition? 3Who typically embarks on a career in consulting? 4What are the principal domains in consulting? 5Eight principal skills are needed to work in consulting 5Who’s qualified to be a consultant? 7How should you represent your consulting firm? 11Keep client expectations front-of-mind 14Provide deep expertise and experience 15Demonstrate a business-minded approach 16Be proactive. Act like a partner 16Bring fresh perspectives. An external view 17Drive efficiency through well-developed organizational skills 17Facilitate the transfer of knowledge 18A question of ethics: The good guys vs. the bad guys 18How are consulting and selling different? 23Chapter summary 27Next steps 28Chapter Two Preparing to Consult 29Three types of client preparation 31Basic preparation 31Detailed preparation 34Engagement-specific preparation 38A wide range of resources can be used 40A preparation example 41Basic preparation 41Detailed preparation 43Chapter summary 44Next steps 44Chapter Three ESTABLISHING CREDIBILITY 45Credibility begins with a well-crafted introduction 47A compelling introduction embodies four characteristics 48How should early career professionals build credibility? 52Corporate credentials play an important role 53Using the “hook” technique 53Capabilities form your competitive edge 54Chapter summary 56Next steps 57Chapter Four Managing Client Meetings 59First things first – Do we need to have a meeting? 61Mastering meetings: six essential steps 621. Set your meeting objectives 632. Assemble the team. How many people do you need? 643. Define the team strategy 664. Put the logistics in place 685. Structure your meeting interaction 706. Conduct a post-meeting debrief 75Chapter summary 78Next steps 78Case Studies Case I Exploring a New Opportunity 81Case II Presenting a Solution Approach 103Case III Scoping a Study 119Chapter Five PREPARING A PROPOSAL 135An executive summary plays an important role 137Set the scene in an introductory chapter 137Describe your approach 138Time plan, deliverables, and responsibilities 139Explain your pricing model 140Provide a clear indication of business benefits 141Credentials and references 143Be clear on terms and conditions 144Practices to avoid. Where do proposals go wrong? 144Over scoping. An apple or a pumpkin? 144Unrealistic commitments. Promises, promises! 145Define any vague terms in a glossary 146Chapter summary 147Next steps 148Chapter Six INTRODUCING THE 50:50 RULE 149The 50:50 rule in project delivery 150Chapter summary 156Next steps 156Chapter Seven DELIVERING THE RESULT 157Consulting methodologies provide structure and governance 158The project organization can be built in different ways 161Working remotely increases flexibility 163Working on-site fosters greater client collaboration 164Your chosen engagement model also impacts the client experience 166The internal launch meeting should be a springboard for the project team 167Secure the client cooperation you need for a successful delivery 171Different issues call for different approaches 174Internal issues require facilitation 176External issues often require client involvement 178Issues that can be anticipated are managed as risks 179Unforeseen issues are handled as they occur 181Chapter summary 183Next steps 183Chapter Eight OPTIMIZING THE CLIENT EXPERIENCE 185Client relationship management is essential 185A transactional relationship requires minimum effort 186Characteristics of a transactional relationship 187A partner-oriented relationship creates longer-term value 188Characteristics of a partner-oriented relationship 189Good relationships must be maintained 190Respect the boundaries of professional distance 193Communication around issues requires particular care 194Chapter summary 197Next steps 197Chapter Nine Handling Client-related Obstacles 199Adaptability enables us to work with a wide range of people 200Formal behaviors require a disciplined approach 201Informal behaviors call for patience and may require additional time 202Unstructured behaviors require directional guidance 203Distracted behaviors require re-engagement 204Dealing with resistance is an essential human skill 205So, what’s the problem with change? 205Three steps to bring down the wall of resistance 210Stakeholder conflicts require either facilitation or escalation 214Consultants are often well positioned as facilitators 214Define clear escalation paths. You might need them 216Chapter summary 218Next steps 219Chapter Ten THE SKILL OF ADVISING 221Deductive reasoning embodies horizontal logic 222Building the argument 222Defending the argument 225Inductive reasoning embodies vertical logic 226Building the argument 226Defending the argument 228The two methods deliver subtly different conclusions 229When making complex recommendations, the methods can be combined 231Documenting a recommendation 235When should presentation slides be used? 235Five things to consider before presenting a recommendation 239Chapter summary 242Next steps 243Completion checklist 245Training resources 251Further reading 257Index 259