【正文】 don’t know anything” Confirm Confirm arrangements ? Purpose and duration ? Date, time, location ? Attendees Plan Ahead Give yourself time ? Usually one week ? Sometimes two days ? Onthespot call may help Arrange for assistance from the client ? Project assistant ? Client Team Lead ? Client Project Manager Know where you’re going ? Get a map ? Get detailed directions Arranging interviews takes time 46 Scale Economies Are Possible A Learning Curve Does Exist ?Schedule several interviews per day, though not too many ?Schedule adequate time to plete your notes immediately after each interview ?Schedule less important interviews to occur earlier in the sequence ?Refine questions in the interview guide based on “how the initial interviews went” Schedule several interviews to occur per day, and sequence these interviews to take advantage of the learning curve 47 INTRODUCTION CLOSING GUIDED DIALOGUE 4. CONDUCT INTERVIEWS An interview is a guided dialogue that you introduce, conduct, and close 48 Use the introduction to establish rapport, create a context, and focus attention on the relevant subject matter ? Introduce yourself, PwC, the project team, and the study/project – Build credibility。s major practice groups, petencies, and specialty practices Promote Capabilities ? Maintain positive relationships with client staff with key information or resources ? Proactively understand and consistently meet or exceed all client expectations ? Establish firm’s reputation with client personnel ? Develop relationships with client managers that yield petitive insights, market intelligence Build Client Relationships ? Author major portions of successful written proposals (., problem structuring, credentials) ? Identify and preliminarily scope promising followon project sales opportunities ? Develop petitive insights (., with respect to petitors and key buying influences) for potential followon work ? Assume “front to back” ownership of proposal materials Generate Projects Do the Work Develop Staff Market the Firm 13 Level 3s serve critical roles in team development, resource management, problem solving, and results munication Responsibilities Develop Staff Market the Firm Do the Work: Level 3 Roles Do the Work ? Implement team building activities ? Seek and respect input from team members ? Proactively support teammates ? Manage assigned client staff and/or PwC consultants ? Identify potential team members with relevant skills amp。 Interviewing ? Break ? Personal Development Planning – Framework – Individual planning ? Summary and Closing Activity – Table Discussions “What remendations would you have for next year’s MBAs?” MBA Introductory Training The Art of Consulting (102400) Warmup 4 Warmup Activity Classwide What behaviors do you associate with an effective PwC consultant? ? ? ? ? MBA Introductory Training The Art of Consulting (102400) Roles amp。 only the truth – Don’t be pompous ? Describe any factors associated with confidentiality – Confirm/state the nature of the confidentiality the interviewee can expect – Establish if a petitive situation exists ? Confirm the length of the interview ? Respond to questions or concerns 49 Monitor the progress of the interview against your schedule always leave enough time to properly close the interview ? Plan in advance how to close each interview: – Summarize any agreed upon actions or next steps – Obtain names of other key individuals to contact – Arrange to obtain any unfamiliar documents referenced – Express gratitude – Schedule followup interview if required。 Tools ? Convincingly describe personal roles and contributions to recent engagements ? Credibly discuss recent wins for the Firm and results of highprofile engagements ? Demonstrate awareness of the Firm39。 Responsibilities of a Consultant 6 Simply stated, the objective of our consulting practice is to improve the performance our clients, while generating profits and enhancing staff capabilities Thought Leadership Repurposed Content Relevant, Leverageable Experience Enhanced Staff Capabilities (skills, knowledge, experiences) Client Shareholder Value Firm Profits Engagement 7 The need to balance the demands of the firm, clients, and staff can at times require making a series of tradeoffs ?Developing a broad skill set by working on a broad range of projects and industries ?Leveraging prior relevant knowledge of industries/subject matter to deliver project ?Holding staff for the “perfect” job ?Investing in thought leadership to expand firm’s product offering ?Developing a unique, “blank sheet” of paper approach for a client problem ?Continually cycling through different clients to develop a broad experience base ?Meeting utilization targets ?Selling proven, easily repeatable projects ?Leveraging previously developed content ?Developing deep client relationships VS. 8 For the firm to be successful, it must be able to do three things well develop staff, market and execute projects Critical Factors for Success Develop Staff ? Develop skillsets via training and onthejob experiences ? Develop and share knowledge Market the Firm ? Maintain an appropriate level of investment and return on investment ? Leverage prior experiences Execute Projects ? Achieve an optimal blend of new and repurposed content 9 The roles and responsibilities of a consultant can be grouped into the same three categories these responsibilities remain constant throughout one’s career, although the underlying tasks will shift ? Develop Thought Leadership ? Manage Products ? Promo