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1、The Consulting Process and Storyboarding for Executives Global Consulting Practicum,November 2004 Proposal FocusVersion 1.1PROPRIETARY AND CONFIDENTIAL DRAFT,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,2,Session purpose:introduce the trusted advisor role and enhance our executive comm
2、unications via storyboarding techniques when developing a proposal,ObjectivesFrame the“trusted advisor”roleIntroduce the“consulting process”Understand factors shaping executive listeningCommence work on storyboarding in the context of our proposals,Anticipated OutcomesFoundation for becoming a“trust
3、ed advisor”Enhanced communication skillsAdvanced proposal work more effectively and efficiently in less timeThe storyboard will set an“architecture-based agenda”for focused work before January,Introduction,What are your goals/expectations?,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,3
4、,Agenda/Contents,The trusted advisor and consulting processesListening considerations for advisorsStoryboarding/Pyramid principle for trusted advisorsTactical implementationThe storyboards architecture/agenda,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,4,The Trusted Advisor/Consulting
5、 Processes,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,5,What is a consultant?,Trusted advisor/Consulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,6,Many different types of consultants exist.What are the roles of these“consultants?”,Expert,Facilitator,Mgmt Co
6、nsultant,Researcher,Elder Statesman,Devils Advocate,IT Consultant,CFA/CPA,Fortune Teller,Planner,Psychologist,Doctor,Batting Coach,Teacher,Family,Clergy,Lawyer,Bar Tender,Taxi Driver,Sales Consultant,Trusted advisor/Consulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,7,Ther
7、e are four basic“pillars”upon which the trusted consulting relationships are built and for which services are purchased,The decision to buy-based on a sense of urgency vis-vis any one or all four of the pillars(“hot buttons”)They will buy based on one when their sense of urgency is high Better to ta
8、p on all four in order to mitigate price sensitivitiesA consulting buyers experience is superior when all four come into play.Therefore,their decision to buy again will definitely be based on all four,The“Trusted Advisor”makes decision-making/execution a better,more comfortable experience,Trusted ad
9、visor/Consulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,8,Multiple consulting approaches employed to address different client situations,cultures and potential“windows of opportunity”opened to an outsider,Counseling,Research/Analysis/Reporting,Knowledge Management/Transfe
10、r,Intelligence Processes,Hypothesis-driven Optioning and Experimentation,Training and Facilitation,Trusted advisor/Consulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,9,Strategy consulting approaches have dynamically evolved over time to be much more decision and client foc
11、used.Dont make mistakes from the past,Barbara Minto.The Minto Pyramid Principle.Minto International,1996.,Trusted advisor/Consulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,10,Strategy consulting of various forms typically take some form of hypothesis-driven optioning and
12、experimentation,ProblemDefinition,ProblemStructuring/Roadmap,DataGathering/Analysis,OptioningAnd Refinement,Recom-mendation,ActionGeneration,Shared understanding of the questionScope parametersEnvisioned outcomeStakeholder mapping,IssuesHypothesesMethodologies/ApproachesAnalytical frameworks and par
13、ameters,Fact baseExperimentationExtrapolationPreliminary conclusions,LoopbacksAlternatives possible over timeAdditional facts and analysesRefined conclusionsIdea pre-selling,Take a positionAddress stakeholdersAcquire buy-in,Plan next stagesAnalyze post recommendation environmentFinalize storylinePre
14、sentMigrate to post-recommendation,Trusted advisor/Consulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,11,GCP engagements take various forms based on client needs,but usually follow a variation of this approach,Primary market research,analysis and assessment,Strategic optio
15、ns and refined descriptive research/analysis,Initial secondary research and issue identification,Nov-Dec,Jan-Mar,Mar-Apr,Detailed planning and implementation preparation,Apr-May,Strategic audit of client situation and environmentExploratory preparationProblem definition and structuringProposal gener
16、ation,Exploratory/Discovery work(interviews)Clients distinctive assets vis-vis US marketStrategic alternativesAlternative evaluationProgress reviewClient decision loopbackRefined hypotheses and project plans,Empirical and descriptive researchStrategic alternative selectionImplementation optioning(ta
17、ctical level)Draft recommendationsIdea pre-selling,Refined recommendationsImplementation plansTailoring to decision needs“Bring Alive”,Client loopbacks focused on relevance and practicality,asking the question:“What would you do if this were your company?”,Trusted advisor/Consulting process,2023年2月1
18、2日12时17分 Wharton GCP.-Proprietary and Confidential,12,Alternative generation is vital when creating hypotheses,consulting proposal options,methodologies and frameworks to be invoked,Elements of Strategic CreativityMultiple options increase odds of success“real options value”Diverse options increase
19、likelihood of creating innovative solutionsExaggerations and combinations of options create new optionsThink and interview widely and creativelyExpand your clients perspective as you push thought leadership building blocks and insight constructionDont narrow your options too early!,Trusted advisor/C
20、onsulting process,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,13,Simple,illustrative example of option development but not a boiler plate,Strategic Alternative(Main hypothesis):We can sell this product to a high status market segment via supermarketsResearchable Assertions(Sub-hypothe
21、ses):Particular features are attractive to final customers in this segmentThe product bundle is attractive to the channelSize of the market is largeWillingness to pay is sufficientCosts of penetration are acceptable Negligible competitive or environmental risks,Trusted advisor/Consulting process,202
22、3年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,14,Listening considerations for trusted advisors,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,15,Trusted advisors understand client listening styles and communicate to stimulate interest,build affinity,facilitate consideration and
23、 persuade,Listening for trusted advisors,Culture,Individuality,Situation,Stimulation,Human MindConstraints,Note:Based on Milestone Group research and experience;Howard Perlmutter class on Cross Cultural Experiences,They remain cognizant of factors that shape human listening and processing:,2023年2月12
24、日12时17分 Wharton GCP.-Proprietary and Confidential,16,How do these people differ in their listening?,Analysts,Managers,CEOs/Executives,CFOs/Controllers/Accountants,Entrepreneurs,Investors,Engineers,Marketing/Sales,Listening for trusted advisors,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidenti
25、al,17,How do these people differ in their listening?,Who is your audience?How do they listen?How will they make decisions?Hot buttons?Biases?,Listening for trusted advisors,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,18,Different listening styles/circumstances and our own storytelling
26、 preferences/biases can mismatch,AnecdotesThe English tailor in the USGCP Larus project engineers vs.customersProduct managers and CEOPets N People GCP team,Exercise:The fragmented storyteller,Analysts/Product MgmtWorkflow,Analysis/PMCommunication,Bottom-up logic,Logic loopbacks,Top-down reporting,V
27、s.,Great plans,approaches,research,analysis and recommendations arent worth much if not told effectively,Listening for trusted advisors,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,19,Storyboarding/Pyramid principle for the trusted advisor,2023年2月12日12时17分 Wharton GCP.-Proprietary and
28、Confidential,20,The challenge:create effective and flexible communication vehicles that can change with different people,situations and listening styles,Storyboarding/Pyramid principle,Analysts,Managers,CEOs/Executives,CFOs/Controllers/Accountants,Entrepreneurs,Investors,Engineers,Marketing/Sales,20
29、23年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,21,Before introducing the approach to address the challenge,lets be clear of what storyboarding is not,Storyboarding is notPrescribed contentCookbook for presentationsDrafted tables of contentsMechanism to insert research,analyses and“stuff”Pa
30、nacea to overcome and substitute for poor presentation skills,Storyboarding/Pyramid principle,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,22,The Pyramid Principle(“Minto principles”)establishes logical communication strategy and structure that are flexibly adaptive(as used by many cor
31、porations),Storyboarding/Pyramid principle,Horizontal Logic Flow The Story,Vertical Logic Flow The Depth and Detail,Logical Executive Summary/Recommendations,2-5 Minute“Elevator Pitch”,The“Detailed Story”,Supporting Evidence/Appendix,Note:Based on Barbara Mintos Pyramid Principle,2023年2月12日12时17分 Wh
32、arton GCP.-Proprietary and Confidential,23,The anatomy and contents of each slide also follow horizontal and vertical logic to support varying levels of reading depth,Storyboarding/Pyramid principle,Runner title/placeholder,Story element headline,Note:Based on Barbara Mintos Pyramid Principle,Value-
33、adding content“So what”supportAppropriateGraphics/Visual aidsOther stimulantsRelevant,NotesCredibilityReferenceFollow-up,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,24,Although there arent and shouldnt be“fixed formulas”or tables of contents for storyboards,human thinking lends to com
34、mon generic patterns,Storyboarding/Pyramid principle,What type of thinkers like which type of story?What roles do you typically expect to match?,Sample Proposal Storyboards,Illustrative/Not Prescriptive,Note:Proposals usually include other elements that are not highlighted herein(i.e.,pricing,compen
35、sation)due to the nature of the GCPs work and the role of the proposal,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,25,Bottom line:Regardless of your occupation and position,with whom are you trying to become a trusted advisor and attempting to build credibility?,Storyboarding/Pyramid
36、principle,ProductManagers,CEOs/Executives,Marketing/Sales,Audience/Decision-making Audit:What is the organizations decision-making process?Who is involved in decisions?How will they react to your story?What are the risks if there is confusion about the story/recommendations?,US Congressman:“The budg
37、et is so damn confusing,I can only suspect that it is by design.They dont want me to understand it!I wont support it!”,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,26,Tactical implementation,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,27,To effectively implement storyboa
38、rding,a few simple steps,Tactical implementation,Audience audit Listening Whos?Hows?Whens?Whats?Whys?,What kind of“ride”will our communication cause the decision process?End result desired?,What are the elevator pitch headlines recommendations,actions and logic?,What substantiating evidence do we ha
39、ve and need to justify?Follow-up actions?,How should we tell our story to have impact and avoid confusion?Telegraphed?,Plan and execute!,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,28,Exercise:Audit for your project(5 minutes),Tactical implementation,Audience audit Listening Whos?Hows
40、?Whens?Whats?Whys?,What kind of“ride”will our communication cause the decision process?End result desired?,What are the elevator pitch headlines recommendations,actions and logic?,What substantiating evidence do we have and need?,How should we tell our story to have impact and avoid confusion?Telegr
41、aphed?,Plan and execute!,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,29,Exercise:Elevator pitching(20 minutes),Tactical implementation,Audience audit Listening Whos?Hows?Whens?Whats?Whys?,What kind of“ride”will our recommendations cause the decision process?End result desired?,What su
42、bstantiating evidence do we have and need?,Plan and execute!,What are the elevator pitch headlines recommendations,actions and logic?,How should we tell our story to have impact and avoid confusion?Telegraphed?,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,30,Exercise:Evidence developme
43、nt,review of current draft and actions(20 minutes),Tactical implementation,Audience audit Listening Whos?Hows?Whens?Whats?Whys?,What kind of“ride”will our recommendations cause the decision process?End result desired?,What are the elevator pitch headlines recommendations,actions and logic?,How shoul
44、d we tell our story to have impact and avoid confusion?Telegraphed?,Plan and execute!,What substantiating evidence do we have and need to justify?Follow-up actions?,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,31,The storyboards architecture and agenda,2023年2月12日12时17分 Wharton GCP.-Pro
45、prietary and Confidential,32,The storyboard skeleton establishes an architecture/agenda for executable activities to“build out”the proposals story,Introduce the project and consulting team,The client viewpoint,decision needs and desired business outcomes,Key issues to be addressed in order to realiz
46、e the desired business outcomes,This project will address these defined problems to support the clients desired outcome and issues,This is the process/approach/methodology that will be followed to address the defined problems and deliverables,These tools and analytical frameworks could be invoked du
47、ring the process to address client decision needs and generate options,These deliverables will answer the defined problems and address the clients decision needs,The approach will be implemented over this timeframe with defined progress milestones,To facilitate execution,these are our expectations o
48、f the client and what needs to occur for success,This communication plan will ensure that progress is sufficiently monitored and the project remains relevant to the clients decision needs,These are our immediate next steps,Detailed appendices Team bios Supporting documents Detailed workplans,Illustr
49、ative,Architecture/Agenda,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,33,What needs to be done to present the team and the Appendix bios?,Architecture/Agenda,2023年2月12日12时17分 Wharton GCP.-Proprietary and Confidential,34,What needs to be done to present the team and the Appendix bios?,
50、Team formation process:assets and gapsTeam videoconference or teleconference with overseas teammatesTalk with the client about the type of people who have impact in their organizationCollect digital pictures and resumes.Post on webcafeCreate bio statements outlining qualifications,Architecture/Agend
