Additional Information
Book Details
Abstract
Management consulting remains a popular career choice but undertaking a consulting project for the first time can seem daunting for the student or new professional.
This book, now in its fifth edition, aims specifically to guide students through the consultancy process, while also giving tips and techniques to the more seasoned practitioner. This is delivered from the accumulated knowledge and insight of the authors and contributors, who all have been consultants.
This fifth edition has been thoroughly revised to reflect today’s dynamic business environment. The impact of new digital technologies on consulting and business in general, and the use of evidence, gained through studies on consulting, are considered.
It provides a careful balance between theory and practice and is ideal for anyone who is undertaking a consulting project.
Key features
- A comprehensive introduction to the best practice in conducting a consulting project.
- Key insights into how best to tackle the challenges that arise.
- Case studies from across a wide range of industries at the end of each chapter and a long case study running throughout the book.
- Help in choosing and developing a career in consultancy.
- Extensive references and further reading to underpin a student’s knowledge.
New to this edition
- Further links to theories developed in other courses such as strategy and management.
- In the Preface, several ‘pathways’ are provided for the different types of project a student may be required to undertake, taking into account their academic level and previous experience.
- Throughout the chapters, the key ideas are highlighted to aid the reader in navigating the book.
- New case exercises, based on real consulting projects, to put tools and techniques into practice, including a new long case study on a strategic review for a company.
Louise Wickham is the Director of Wickham Consulting Services Ltd and a practising consultant specialising in strategy and marketing. She has over 30 years business experience, both within companies and as a consultant, working for a wide range of consumer-facing businesses and the not-for-profit sector.
Jeremy Wilcock is the Business Engagement Manager at the Business School, University of Hull. He has 27 years industrial experience with a major multi-national where he worked on numerous internal consultancy projects. He has lectured regularly in strategic management and business analysis at undergraduate and postgraduate level, and has supervised student consulting projects.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Brief Contents | vii | ||
| Contents | ix | ||
| Preface | xvi | ||
| Acknowledgements | xix | ||
| Part One Management consulting in context and how it adds value | 1 | ||
| 1 The nature of management consulting and how it adds value | 3 | ||
| Learning outcomes | 3 | ||
| 1.1 What a management consultant does | 4 | ||
| 1.2 Consulting and management roles | 5 | ||
| 1.3 The client–consultant interaction | 10 | ||
| 1.4 The responsibilities of the management consultant | 13 | ||
| 1.5 Types of client | 15 | ||
| 1.6 Modes of consulting | 16 | ||
| 1.7 The decision to use a consultant | 17 | ||
| 1.8 Why do businesses fail? | 18 | ||
| 1.9 Provision of information | 21 | ||
| 1.10 Provision of specialist expertise | 22 | ||
| 1.11 Provision of a new perspective | 22 | ||
| 1.12 Provision of support for internal arguments | 23 | ||
| 1.13 Provision of support for gaining a critical resource | 24 | ||
| 1.14 Facilitating organisational change | 25 | ||
| Team discussion points | 26 | ||
| Summary of key ideas | 26 | ||
| Key reading | 27 | ||
| Further reading | 27 | ||
| Case exercise: Go Global | 28 | ||
| 2 Consulting: the wider context and consulting process | 30 | ||
| Learning outcomes | 30 | ||
| 2.1 Lifecycle of a business and the role of consulting | 31 | ||
| 2.2 Management consulting: strategic processes of a business | 32 | ||
| 2.3 ‘Hard’ side consulting: operational processes of a business | 37 | ||
| 2.4 ‘Soft’ side consulting: human processes of a business | 40 | ||
| 2.5 Consulting to the non-profit and public sectors | 42 | ||
| 2.6 Overview of the consulting process | 43 | ||
| 2.7 Initial contact and initiating the project | 44 | ||
| 2.8 Preliminary analysis of the issues and defining objectives | 47 | ||
| 2.9 Pitching the project: the formal proposal and project charter | 47 | ||
| 2.10 Project progression and follow-up | 48 | ||
| Team discussion points | 50 | ||
| Summary of key ideas | 51 | ||
| Key reading | 52 | ||
| Further reading | 52 | ||
| Case exercise: Waterton Performing Arts Festival | 52 | ||
| 3 The skills of the consultant and the project proposal | 55 | ||
| Learning outcomes | 55 | ||
| 3.1 The effective consultant’s skill profile | 56 | ||
| 3.2 Project management skills | 57 | ||
| 3.3 Analysis skills | 59 | ||
| 3.4 Relationship-building skills | 61 | ||
| 3.5 The consulting selling process | 62 | ||
| 3.6 The function of the project proposal | 68 | ||
| 3.7 What to include in the proposal and an example | 69 | ||
| Team discussion points | 73 | ||
| Summary of key ideas | 74 | ||
| Key reading | 75 | ||
| Further reading | 75 | ||
| Case exercise: SM Scanning | 75 | ||
| 4 Consulting across borders and cultures | 78 | ||
| Learning outcomes | 78 | ||
| 4.1 Factors encouraging international operation | 79 | ||
| 4.2 Researching and selecting overseas markets | 82 | ||
| 4.3 Market entry options | 84 | ||
| 4.4 Export management issues | 87 | ||
| 4.5 Culture | 89 | ||
| 4.6 International marketing | 91 | ||
| 4.7 Global marketing planning | 93 | ||
| 4.8 Managing the client–consultant relationship | 96 | ||
| Team discussion points | 97 | ||
| Summary of key ideas | 97 | ||
| Key reading | 97 | ||
| Further reading | 97 | ||
| Case exercise: Bill Chieftain | 98 | ||
| Apollo Tech Solutions case study: Part One | 99 | ||
| Part Two Project evaluation and analysis | 101 | ||
| 5 Defining the destination, developing a strategy and understanding change | 103 | ||
| Learning outcomes | 103 | ||
| 5.1 Identification of opportunities and issues with the client organisation | 104 | ||
| 5.2 Problem analysis, specification and quantification | 107 | ||
| 5.3 Objective setting: defining the desired end-state | 111 | ||
| 5.4 Understanding and reconciling consultant and client objectives | 115 | ||
| 5.5 Developing a strategy for the destination | 119 | ||
| 5.6 Understanding the client’s defining characteristics | 120 | ||
| 5.7 Developing the strategy for the journey | 124 | ||
| 5.8 The need for change in the client organisation | 127 | ||
| Team discussion points | 127 | ||
| Summary of key ideas | 127 | ||
| Key reading | 128 | ||
| Further reading | 128 | ||
| Case exercise: Delphi Fashions | 129 | ||
| 6 Evaluating client capabilities and business opportunities | 131 | ||
| Learning outcomes | 131 | ||
| 6.1 Preliminary analysis techniques | 133 | ||
| 6.2 Capabilities of businesses | 136 | ||
| 6.3 Identification and evaluation of strategic options | 146 | ||
| 6.4 Planning for the future | 150 | ||
| Team discussion points | 154 | ||
| Summary of key ideas | 154 | ||
| Key reading | 155 | ||
| Further reading | 155 | ||
| Case exercise: Dance-a-Boogie | 156 | ||
| 7 Working with clients and teams: the ‘soft’ skills | 157 | ||
| Learning outcomes | 157 | ||
| 7.1 Client needs, consultant’s response | 158 | ||
| 7.2 Key skills: influencing | 160 | ||
| 7.3 Key skills: communication and rapport | 162 | ||
| 7.4 Key skills: listening and questioning | 163 | ||
| 7.5 Working with teams | 165 | ||
| 7.6 Leading a team | 169 | ||
| 7.7 Challenging constructively | 172 | ||
| 7.8 Knowing yourself: psychometric tests | 176 | ||
| Team discussion points | 180 | ||
| Summary of key ideas | 180 | ||
| Key reading | 181 | ||
| Further reading | 181 | ||
| Case exercise: Queenswick Adult Social Care | 182 | ||
| Apollo Tech Solutions case study: Part Two | 184 | ||
| Part Three Undertaking the project | 187 | ||
| 8 Working with the client | 189 | ||
| Learning outcomes | 189 | ||
| 8.1 Consultant–client engagement for project implementation | 190 | ||
| 8.2 Relationship with the client during the project | 193 | ||
| 8.3 Client relationships and business ethics | 194 | ||
| 8.4 The desire for change by the client organisation | 195 | ||
| 8.5 Change-enhancing interactions by the consultant | 199 | ||
| 8.6 Overcoming resistance | 201 | ||
| 8.7 Benchmarking project progression | 203 | ||
| 8.8 Understanding the roles of client team members | 204 | ||
| 8.9 Types of project shock | 205 | ||
| 8.10 Responding to project shocks | 207 | ||
| Team discussion points | 208 | ||
| Summary of key ideas | 208 | ||
| Key reading | 209 | ||
| Further reading | 209 | ||
| Case exercise: Anglia Vending Services | 210 | ||
| 9 Creative approaches for developing solutions | 211 | ||
| Learning outcomes | 211 | ||
| 9.1 How to use analysis to develop solutions | 212 | ||
| 9.2 Mind mapping | 216 | ||
| 9.3 Brainstorming | 217 | ||
| 9.4 Seven basic tools | 218 | ||
| 9.5 Seven new management tools | 220 | ||
| 9.6 Other analysis methods | 224 | ||
| Team discussion points | 226 | ||
| Summary of key ideas | 226 | ||
| Key reading | 226 | ||
| Further reading | 227 | ||
| Case exercise: Youth Travel Agency | 227 | ||
| 10 Decision making in the client context | 229 | ||
| Learning outcomes | 229 | ||
| 10.1 Decision making in organisations | 230 | ||
| 10.2 Types of management decision-making roles | 232 | ||
| 10.3 The decision-making unit | 233 | ||
| 10.4 The dimensions of a decision | 235 | ||
| 10.5 Multi-criteria decision analysis | 236 | ||
| 10.6 Decision-making style and influence | 237 | ||
| 10.7 Organisational orientation | 238 | ||
| 10.8 Organisational culture | 239 | ||
| 10.9 Strategy processes | 241 | ||
| 10.10 Strategy development processes | 242 | ||
| 10.11 External influences on organisational decision making | 244 | ||
| 10.12 The naturalistic decision-making approach | 245 | ||
| Team discussion points | 247 | ||
| Summary of key ideas | 247 | ||
| Key reading | 248 | ||
| Further reading | 248 | ||
| Case exercise: Dunwich Marine | 248 | ||
| 11 Managing the project | 251 | ||
| Learning outcomes | 251 | ||
| 11.1 Individual roles for team members | 252 | ||
| 11.2 Setting a timetable and the project budget | 253 | ||
| 11.3 Organising meetings | 255 | ||
| 11.4 Organising workshops | 257 | ||
| 11.5 The importance of time management and effective time management | 258 | ||
| 11.6 Time management systems and dealing with slippage | 260 | ||
| 11.7 The function of the project log | 261 | ||
| 11.8 What to include in the project log and suggested formats | 263 | ||
| Team discussion points | 264 | ||
| Summary of key ideas | 265 | ||
| Key reading | 265 | ||
| Further reading | 265 | ||
| Case exercise: Siam Lubricants | 266 | ||
| Apollo Tech Solutions case study: Part Three | 267 | ||
| Part Four Delivering the product to the client | 269 | ||
| 12 Communication skills and presenting your ideas | 271 | ||
| Learning outcomes | 271 | ||
| 12.1 The nature of business communication | 272 | ||
| 12.2 Communication as a business tool | 273 | ||
| 12.3 Types of communication | 275 | ||
| 12.4 Planning the communication | 277 | ||
| 12.5 The consulting report | 279 | ||
| 12.6 Formal presentations | 281 | ||
| 12.7 Making a case, answering questions and meeting objections | 282 | ||
| 12.8 Change programmes and communication | 283 | ||
| Team discussion points | 285 | ||
| Summary of key ideas | 285 | ||
| Key reading | 286 | ||
| Further reading | 286 | ||
| Case exercise: Stanley Consumer Electronics | 286 | ||
| 13 Learning from success | 288 | ||
| Learning outcomes | 288 | ||
| 13.1 Transferring project ownership | 289 | ||
| 13.2 Post-project summary and review | 289 | ||
| 13.3 Follow-up projects and key client management | 290 | ||
| 13.4 Using consulting projects as case studies | 291 | ||
| 13.5 Recognising the successes | 292 | ||
| 13.6 Success and transferable skills | 293 | ||
| 13.7 Knowledge Transfer Partnerships | 295 | ||
| 13.8 Recording successes on your CV and relating them in job interviews | 296 | ||
| 13.9 Learning from failure | 297 | ||
| Team discussion points | 297 | ||
| Summary of key ideas | 298 | ||
| Key reading | 298 | ||
| Further reading | 298 | ||
| Case exercise: Wessex Custom Design | 299 | ||
| Apollo Tech Solutions case study: Part Four | 301 | ||
| 14 Consulting as a career | 302 | ||
| Learning outcomes | 302 | ||
| 14.1 The history of management consulting | 303 | ||
| 14.2 The consulting industry today | 304 | ||
| 14.3 Key players in the consulting world | 306 | ||
| 14.4 Career structure in consulting firms | 307 | ||
| 14.5 Becoming a consultant | 309 | ||
| 14.6 The internal consultant | 311 | ||
| Team discussion points | 312 | ||
| Summary of key ideas | 312 | ||
| Key reading | 312 | ||
| Further reading | 313 | ||
| Case exercise: Grey Consulting Ltd | 313 | ||
| Appendix: Example of a consulting report: New strategic direction for W&G Cracking Pie Company | 315 | ||
| Index | 319 | ||
| A | 319 | ||
| B | 319 | ||
| C | 320 | ||
| D | 321 | ||
| E | 322 | ||
| F | 322 | ||
| G | 323 | ||
| H | 323 | ||
| I | 323 | ||
| J | 324 | ||
| K | 324 | ||
| L | 324 | ||
| M | 325 | ||
| N | 326 | ||
| O | 326 | ||
| P | 326 | ||
| Q | 328 | ||
| R | 328 | ||
| S | 328 | ||
| T | 329 | ||
| U | 330 | ||
| V | 330 | ||
| W | 330 | ||
| Y | 330 | ||
| Z | 330 |