Consul ng Process
Overview
Prepara on
Deni on
Structuring
Analysis
Synthesis
Prepara on Phase
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Mee ng with a client.
Research and Plan.
Bring the right tools.
Be professional.
Ask questions.
Always follow-up.
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Understand the company/ community and industry.
Client:
Short History
Vision/Mission
Goals in the Next 5 years
Company Values
Products/Services
Target Market
Value Proposition
Financial Standing
Current Priority Areas
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Understand the company/ community and industry.
Industry:
Competitors
Customers
Suppliers
New Entrants
Recent News
Industry Growth
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Deni on Phase
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If I had only one hour to save the world, I would spend fty-ve minutes dening the problem, and only ve minutes nding the solution. -Albert Einstein
Alice came to a fork in the road. 'Which road do I take?' she asked. 'Where do you want to go?' responded the Cheshire Cat. 'I don't know,' Alice answered. 'Then,' said the Cat, 'it doesn't matter." -Lewis Caroll, Alice in Wonderland
Dene the problem.
A. Facts
List the relevant facts.
Include preliminary research, if necessary.
Group similar facts together.
B. Stakeholders
- Who are the stakeholders?
- What is at stake for them in this problem?
Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles
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Dene the problem.
C. Objective
- What do you hope to achieve?
D. Problem Statement
- Succinctly summarize the problem in 1-2 sentences
- Could be a statement or question (why or how)
- Covers most of the relevant problems
- You don't have to cover all the facts.
Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles
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Dene the problem.
D. Problem Statement
- Must be SMART (specic, measurable, actionoriented, relevant, and time-bound)
- "Problem" is not necessarily negative. It could be a forward-looking challenge.
- Don't be either too general or too specic.
- Guide questions:
- What are the most critical or urgent?
- What problems signicantly affect the bottom-line?
Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles
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Dene the problem.
D. Problem Statement
- Guide questions:
- What do you hope to accomplish at the end of the consulting engagement?
- What it's not...
- symptom
- statement of fact
Based on: LS 138: Creative Problem Solving by Dr. Tonette Angeles
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Dene the problem.
Don't rush this process.
Be as specic as possible.
Develop alternative problem statements then compare.
Ask for your client's point of view.
Dene the problem.
Tim Brown, IDEO:
If you dont ask the right questions, then youre never going get to the right solution. I spent too much of my career feeling like Id done a really good job answering the wrong question. And that was because I was letting other people give me the question. One of the things that Ive tried to do more and more and I obviously have the opportunity to do as a leader is to take ownership of the question. And so Im much more interested these days in having debates about what the questions should be than I necessarily am about the solutions.
Example:
Mess:
Kenny Rogers Katipunan branch becoming a student study/meeting place because they can eat and work at the same time.
Customers overstay.
At peak hours, it is difcult to nd a table.
LS 138: Co, Cruz, Kho, Paala, Regner
Example:
Facts:
Study Place Preference
Matteo is the most preferred study place
Kennys has been visited by 47% of respondents, but only 7% visit it most frequently
The Coffee Bean has been visited by only a third of respondents, but garnered the second-highest score for most frequently visited study place.
Starbucks falls in the middle in terms of preference.
LS 138: Co, Cruz, Kho, Paala, Regner
Example:
Facts:
Important Amenities
LS 138: Co, Cruz, Kho, Paala, Regner
Example:
Facts:
Customer Insights
Kenny's: It can be very noisy and crowded sometimes... not the atmosphere for learning."
Matteo: There is an option to study alone and in groups. There is sufcient table space to lay out your things. It can be hard to get tables.
Low Turnover
Lower table turnover than similar casual dining competitors
LS 138: Co, Cruz, Kho, Paala, Regner
Example:
Stakeholders
LS 138: Co, Cruz, Kho, Paala, Regner
Example:
Perspective and Objectives:
Kenny Rogers: Maximize prot through ensuring customer value through serving good food.
Problem Statement:
How can Kenny Rogers Katipunan increase their student table turnover rate without decreasing the value given to said customers in one year?
LS 138: Co, Cruz, Kho, Paala, Regner
Structuring Phase
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Structure the problem.
Issue Tree
Graphical structure of the problem
Start with the problem statement
How to do it:
Keep asking "why" or how"
Go from the key question to the analysis
MECE (Mutually Exclusive and Completely Exhaustive
[powerful-problem-solving.com]
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[powerful-problem-solving.com]
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[powerful-problem-solving.com]
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Structure the problem.
[powerful-problem-solving.com]
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Priori ze the issues.
Pareto Analysis
80/20 Rule
Step 1: Identify and List Problems [Issue Tree]
Firstly, write a list of all of the problems that you need to resolve. Where possible, talk to clients and team members to get their input, and draw on surveys, helpdesk logs and suchlike, where these are available.
Step 2: Identify the Root Cause of Each Problem [Issue Tree]
For each problem, identify its fundamental cause.
Step 3: Score Problems
Now you need to score each problem. The scoring method you use depends on the sort of problem you're trying to solve.
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Priori ze the issues.
Step 4: Group Problems Together By Root Cause
Next, group problems together by cause. For example, if three of your problems are caused by lack of staff, put these in the same group.
Step 5: Add up the Scores for Each Group
You can now add up the scores for each cause group. The group with the top score is your highest priority, and the group with the lowest score is your lowest priority.
Step 6: Take Action
Now you need to deal with the causes of your problems, dealing with your top-priority problem, or group of problems, rst.
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Make the work plan.
Inception Report
Project Management
Gantt Chart/Timeline
Team Structure and Work Breakdown
Project Deliverables
Project Scope
Scope Creep
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Formalize engagement details.
Memorandum of Agreement
Will ensure that each party understands what is needed from them
BCG: We deliver what we promise on the target date
Client: Provide us with needed information and reimburse our expenses
OSA Project Proposal
What to put:
What the project is about
What the project is aiming to do
Timelines and name of client
Approvals:
EB
Mentors
OSA
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Analysis Phase
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Conduct research, assessments, and analyses.
Follow the inception report schedule.
Analyze both the business and its external environment.
Methods:
Client Interview
Client Data
Survey
Internet Research
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Synthesis Phase
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Synthesize ndings.
Piecing the ndings together to form coherent and data-driven insights
Explore options
Could use management frameworks to illustrate point:
Value Chain
Net Present Value
GE Matrix
QSPM Matrix
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Align with the client.
Get their input. They will be more inclined to implement the recommendation if they're part of it.
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Develop recommenda ons.
Keep client's resources in mind. (time, manpower, money, capability,...)
Be creative but data-driven.
Sample Recommendation Frameworks:
Strategy Map
Value Proposition
Market Positioning
Marketing Strategies
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Present recommenda ons to client.
Be careful with how you frame and phrase things.
Clients are naturally protective of their businesses.
This does not mean that you should lie. Instead, rene your words to avoid unnecessary negative connotations.
Example:
Flaw -> room for growth/development opportunity
Lack of ____ processes -> informal process
Know their style. Do they prefer formal and comprehensive or summarized and direct to the point?
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Summary
Ac vity
Case Analysis
Problem Statement
Facts
Stakeholders
Perspective and Objective
Problem Statement
***Issue Tree
***Pareto Analysis
***if you nish early
Abusive Customer: A Case Analysis
After 10 days of verbally abusive and unresolved complaints to his telephone company, a disgruntled customer takes his case to the newspapers. Whether it's the company's fault or not, they had bad PR because of the newspaper article. Because the customer was verbally abusive, the customer service team locked him out after three days, although they also forwarded the complaint to the repair team. Clearly, the repair team was not able to x the client's line. The supervisor would not have been aware of the situation had it not been for the VP's directive to investigate the case. The VP is now left with a multi-stakeholder problem involving the company, the abusive customer, the supervisor, the customer service team and the repair team.
