New thinking in management Taipei 2011

Transcription

1 New thinking in management management consultants Calvert Markham

2 Consultancy firms compete for clients and for talent Practice The client market place The talent market place

3 Modes of expansion Traditional consultancies Problem Knowledge Commodity Emergent consultancies The shift from product to consulting 4. Competitive capability Product enhancement Value 3. Reengineering utilities 2. Servicing product 1. Product provision Engagement with specific customers

4 Managers require consultant s skills The management of discontinuity Project work Project work The management of continuity Process work Process work Then Now

5 The mix of work changes with career progression A training programme in managing in a consulting practice could include... Self-development and the development of other consultants Supporting practice management and development Being a centre of excellence Running sales teams and account management Programme management

6 A sample competence framework Delivery Commercial Management Competence 1 Consultant Managing consultant Analytical thinking Communication skills Project management Client relationship management Business generation Team leadership Value creation Partner You may have different competences for the different levels, or you might have different degrees of the same competence 1 These examples are taken from a UK consulting practice

7 Consultant qualifications Award Certificate Diploma Level 7 (post graduate): Consultancy practice Level 5 (undergraduate): Consulting essentials More units Lots more units

8 Excellent design embeds training into business performance development Business development agenda Performance development agenda (Training/ development) intervention Business performance improvement Performance improvement FOCUS The business The team The individual

9 Research into performance management Performance Management takes place in an ad hoc manner often in reaction to events and would be more effective if it was a legitimate routine activity. The ability for consultants to draw on each other s knowledge and expertise is ad hoc. Although colleagues are willing to share expertise this is not formalised, and therefore the full strengths of the consultancy offering is not always available to the clients. Team Leaders and Consultants views of performance management are different. Team Leaders see the current system as effective, whereas the consultants question the effectiveness of what is currently in place. Consultants want to develop and value opportunities to improve their performance e.g. through the input of colleagues, attending courses, 1:1 review and coaching. Elevation Learning research: 2003 Thank you Calvert Markham calvert.markham@elevationlearning.co.uk