Bain 崗位職責(zé) How to be a Great Consultant

1、 bcHow to be aGreat ConsultantMarch 1998Copyright 1998 Bain & Company, Inc. Developer: Alex WouterseReviewers: Tony Ecock Steven Tallman John Clarke1 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for exp

2、erienced consultantsKey takeawaysAgenda2 Great consultants base their success on characteristics that extend well beyond analytical thinking.Baseline analytical expertise, but alsoExcellent interpersonal skills and knowledge of people managementfacilitationmotivating othersconflict managementFrank s

3、elf-awareness of strengths and weaknessesReceptiveness to feedback from a variety of sourcesAbility and willingness to act on feedbacktrainingexperimentationpracticeDesire to succeed as a consultantFive Key Characteristics3 Key success factorsThe function of expectations in predicting consultant suc

4、cessManaging expectations for new consultantsEvolving expectations for experienced consultantsKey takeawaysAgenda4 What people expect of you will depend on their needs and perspective.If in doubt, ask about the expectations of the people you work with.New ConsultantVP/ManagerCaseteamOfficeClient“Is

5、he smart enoughto get up to speedrapidly?”“Is she experiencedenough to help ussolve our problemssuccessfully?”“Is she cooperativeenough to integrateinto the team and toadd own value quickly?”“Is he open enough toadapt to the officeculture and influenceit positively?”“What does she bringto the party?

6、”“Is he a team player?”“Is he arrogant or can I work with him?”Expectations and Differing Perspectives5 Bain VPs on what it takes to be a successful consultant.“Few consultants have the total package when they arrive. The best consultants leverage either extraordinary analytical or client skills and

7、 then develop the rest over time.“Paradoxically, team skills are not a way that consultants distinguish themselves. Almost everyone we hire has excellent team skills based on where and how we recruit.“Over time, there is no substitute for the ability to quickly crack a tough business problem/analysi

8、s and design/execute an efficient path for gathering the data to back it up. This is what we do day in and day out. It creates client success stories and smooth team operations.Successful Consultants: Bain VPs Perspectives61.2.5 臺(tái)灣地區(qū)的認(rèn)證要求臺(tái)灣“標(biāo)準(zhǔn)檢驗(yàn)局BSMI為了島內(nèi)電子、電機(jī)產(chǎn)品的電磁輻射干擾，于1995年5月公布?商品電磁兼容性管理方法?并于1996年7

9、月正式公告自1997年1月1日起管制復(fù)印機(jī)等產(chǎn)品的電磁兼容性能之后陸續(xù)管制信息周邊產(chǎn)品、家電與播送音響產(chǎn)品。而“標(biāo)準(zhǔn)檢驗(yàn)局也依據(jù)CISPR與IEC的EMC標(biāo)準(zhǔn)，逐漸修訂島內(nèi)相應(yīng)標(biāo)準(zhǔn)CNS，例如CNS13438就是信息類產(chǎn)品的標(biāo)準(zhǔn)。島內(nèi)申請(qǐng)廠商其產(chǎn)品符合了EMC要求后，便可以依檢驗(yàn)單位提供的產(chǎn)品電磁兼容型式試驗(yàn)報(bào)告正本一份含外觀及內(nèi)部結(jié)構(gòu)照片并加附以下資料：中文使用手冊(cè)及規(guī)格，登錄號(hào)碼ID標(biāo)示位置及式樣說明，電路方框圖，對(duì)策元件及干擾源一覽表。再填具申請(qǐng)書后，向所在地檢驗(yàn)機(jī)構(gòu)申請(qǐng)，由檢驗(yàn)機(jī)構(gòu)核發(fā)檢磁號(hào)碼證書。71.2.4 新西蘭與澳大利亞的認(rèn)證要求新西蘭與澳大利亞的電磁兼容管理主要是依據(jù)1992

10、年公告的無線電波法Radio Communication Act。該法于1996年1月1日生效，并于1997年1月1日起強(qiáng)制實(shí)施。對(duì)信息技術(shù)設(shè)備產(chǎn)品需符合AS/NZS 3548電磁輻射干擾規(guī)定。澳洲在EMC方面管制的架構(gòu)與歐盟CE-Marking大致雷同，均采用自我認(rèn)證的方式。依產(chǎn)品標(biāo)準(zhǔn)執(zhí)行且通過測(cè)試后，簽署一自我宣告書DOC即可。所不同的是宣告書必須由澳洲境內(nèi)的進(jìn)口商、供貨商或制造商簽署宣告。另澳洲政府還要求每一澳洲本地的供貨商或進(jìn)口商必須向其執(zhí)行單位ACA(Australian Communications Authority)登錄。按規(guī)定做成C-Tick標(biāo)記，貼于產(chǎn)品適當(dāng)位置。8 “Un

11、successful consultants.are arrogant and unreceptive to feedback. They stop three-quarters of the way through the analysis because they are confident its right and dont convince skeptical clients to change.do not become expert in the functional or industry area they are working in. The clients questi

12、on their value-added - often from their first interaction.do not get out in front of their managers. They are executing another persons to dos rather than designing their own path. They dont live up to, let alone exceed, expectations. Their lifestyle is totally reactive. And their morale is understa

13、ndably low.treat the Bain job as an extension of school. Like courses and professors, cases and team leaders are good or bad. Case work is an assignment, not a personal mission. Also, they think in terms of us/them rather than joining the team and pulling for the joint cause. As a result, they do no

14、t add as much value as they think they do, or theyre capable of, and they are tiresome to manage.Unsuccessful Consultants: Bain VPs Perspectives9 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for experie

15、nced consultantsKey takeawaysAgenda10 When you start working, you hear different things about Bain and what others expect of you.“You sign up. Then, they tell you what you are really up to.“Get on a good case. Work for a good manager/mentor.“If you are not involved in recruiting, thats a bad sign.“T

16、he first year you will probably do spreadsheets, spreadsheets, spreadsheets.“A great analyst can get away with lousy team scores.“Make a good impression on the VPs you are working with. Thats all that counts.This module aims to tell you what you really can expect and what is expected of you.Start-Up

17、 Expectations11 Consultant expectations and roles are grounded in the Bain mission.Bain & Companys mission is to help our clients create such high levels of economic value that together we set new standards of excellence in our respective industries.This mission demandsMission StatementWe believe th

18、at accomplishing our mission will redefine the management consulting business, and will provide new levels of rewards for our clients and for our organization.The Bain vision of the most productive client relationship and single-minded dedication to achieving it with each clientThe Bain community of

19、 extraordinary teamsThe Bain approach to creating value, based on a sharp competitive and customer focus, the most effective analytic techniques, and our process for collaboration with the clientMission and Expectations12 The Bain vision of client relationships is realized by delivering results, not

20、 reports. Your role as a consultant is a function of Bains vision for each client relationship.Relationship to ClientValue Added Results“Fee-for-service Adviser(Billing hours of advice)“Dedicated Partner(Selling profits at a discount)“Profit Participator(Buying profits at a bargain)“Empowered Entrep

21、reneur(Taking full ownership position)Consultant role:Independent and objectiveIndustry expertsServe a client for a feeStrong alignment with dedication to clients destinyExperts on the clients industry and key strategic challengesLong-term relationshipsValue-sharing whenever possibleControlling role

22、 towards client managementExclusivity, no conflict of interestFocus on resultsActive dedication to success by full risk sharingEntrepreneurial role based on experience in “results through strategyClient Relationships and Consultant Role13 The Bain mission and vision can be translated into concrete e

23、xpectations for a new consultant. Your ultimate success will rest upon your ability to meet these expectations.What will make youa great consultant at Bain?Value AdditionClient RelationshipsCommunicationExtraordinaryTeamsExpectations are integrated into a business system (recruiting, training, profe

24、ssional development, performance management)Expectations are linked with market positioning and Bain brand (“results through strategy)Success Factors and Expectations14 What do we expect from you as a new consultant in the area of value addition?Identify the action/answer that willlead to client val

25、uePyramid the problemPlan the workExecute the workInterpretthe analysisIdentify key issues of workstreamHelp to formulate specific hypotheseslogicalmutually exclusive/ collectively exhaustive (MECE)Develop blank slidesDesign analysis to complete the slidesDesign templates to gather dataIdentify chec

26、kpointsDevelop a timelineGather representative, primary data in the most efficient wayPerform zero defect analysisAvoid crunchesReality checkAnticipate client reactionDeliver expected resultsBaseline:Oversee interdependencies with whole caseHelp structure the “big pictureCreate a completely MECE pyr

27、amid of the clients problemmotivate the client to take action, orprove the answerGet to the heart of the matter quicklyBuild up realistic HIT-based planning and Answer-First consistentlyMaster most complex analytical toolkitCoach other team membersDevelop breakthrough insights and significant tangib

28、le results on your specific moduleDistinguishing:Expectations: Value Addition15 What do we expect from you as a new consultant in the area of client relationships?Evaluate clientneedsManage clientsituationBuildrelationshipGenerateimpactSensitive to client needs, constraints, and cultureConduct profe

29、ssional and controlled interactionsAlways run well-prepared meetingsViewed as expert by clientWork with client on relevant issuesHelp to support change in individual interactionsBaseline:Cultivate acute awareness of others attitudes and valuesFollow up all client commitmentsBuild personal relationsh

30、ip based on outstanding expertise and empathy with clientTurnaround client team members into real change agents and “Bain friendsDistinguishing:Expectations: Client Relationships16 What do we expect from you as a new consultant in the area of communication?Interact parallelwith clientDevelop apresen

31、tationPresentEnsure consensus, follow up,and actionLeave a trailAdopt a candid and precise communication styleHelp to create a well-structured, logical presentationGenerate flawless, succinct “Bain standard slidesRehearse sufficientlyPrewire assigned client employeesPresent own work with flawless ex

32、ecutionNote key client questions and observations in meetings and presentationsProvide back-upFileBaseline:Use communication to convince and motivate clients to take desired actionIndependently prepare a “crisp presentationcompelling storylinehigh impact slidesBe proficient and convincing in larger,

33、 formal presentationsGuarantee achievement of desired resultsMake excellent BRAVA and practice area contributionsDistinguishing:Expectations: Communication17What do we expect from you as a new consultant in the area of extraordinary teams?SelfTeamOfficeBe receptive to feedbackSustain commitment to B

34、ainBe a true team player 100% of timeContribute positively to moraleManager(upward)Be reliableBe supportiveAct as an accepted and responsible member of office communityDemonstrate professional behavior to all administrative staffSystematically solicit and use feedback from others to improve own perf

35、ormanceSuccessfully motivate and integrate other new consultants into teamLeverage managers time and value addedManage proactive contribution to overall office moraleNetworkEarn respectEngage in informal office activitiesBaseline:Distinguishing:Expectations: Extraordinary Teams18 According to VPs, s

36、uccessful consultants do not ignore the basics.You can never overdo prewiresSend faxes well in advance of teleconferencesnumber your pagesOnly produce slides after the story or executive summary is writtenin the best presentations, taglines correspond to the executive summary verbatimproducing slide

37、s and then trying to make a story out of them is the single greatest cause of yield loss at BainCreate fewer, better slidesreduce rework - create “client ready slides for the first timeuse graphics technology to leverage your work, not expand ituse fewer words, bigger textDevelop a bias for fact-bas

38、ed slides - avoid stoplight charts or subjective word slideslabel appropriatelyinclude sourcesRehearse presentations sufficiently to make adequate eye contact with the audiencedont read slides to people who can read slides for themselvesslides support the story and are no substitute for real-time co

39、mmentaryStart with the end in mindif the end product is a board presentation, blank out a board presentation - dont try to start with a management level presentation and convert itTips from VPs19 Key success factorsThe function of expectations in predicting consultant successManaging expectations fo

40、r new consultantsEvolving expectations for experienced consultantsKey takeawaysAgenda20 Expectations evolve for an experienced consultant. Great consultants are “caseteam leaders and managers-in-training.Consultant:Point of arrival for thecaseteam leader roleValue additionClient relationshipCommunic

41、ationExtraordinaryteamsCarries out analytic value-creation process for major piece of workMasters analytical toolkit relevant to large parts of the caseCracks toughest business problemsIs fully accepted as expert and business partner by client middle/upper managementUses communication to convince an

42、d motivate clients to take desired actionIs an effective and respected team integrator and contributor to office moraleShows potential to grow into caseteam leader/manager positionEvolving Expectations21 State-of-the-art problem-solving know-how and client process skillsOver time in a consultants ca

43、reer, basic values remain the same but differ in emphasis.Junior consulting staffSenior consulting staffTime AllocationAnalysis/problem-solvingCaseteam/clientmanagementSales/marketingKnow-how creationand experience sharingRole:Key success factors:Top analyst/problem solverChange agentLeadership in e

44、ffecting change (process skills)“Performance Partner for top managementSales/marketing, product developmentRole Development22 Expectations about your role will increase in line with your broadening skill levels.Value additionClient relationshipsCommunicationExtraordinaryteamsFocus on assigned workst

45、reamBecome expert in certain tools, functions, tasksFocus on big pictureGather and share expertise in major relevant business/industry issuesEstablish relationship with specific client team membersBecome a respected project team memberEstablish long-term relationships with key client decision makersEarn personal respect beyond mere project/ business issuesCommunicate proactively and professionallyCreate well-prepared parts of presentationsUse commu