AFive Phases of Consulting

BUSI 640 Consulting Skills
UCW
Five Phases of Consulting
TERMINATION
IMPLEMENTATION
ACTION PLANNING
DIAGNOSIS
ENTRY
ENTRY
• Initial Contact (by consultant; by client)
• First Meeting (decision maker/preparation)
• What a buyer looks for (page 157)
• Preliminary problem diagnosis (SWOT/size up)
• Functional approach
• Comparisons
• Sources of Information (page 164)
ENTRY
Terms of Reference
• Assignment Plan/Strategy
Summary of problem, objectives, phases of
assignment, timetable, role definition and mode
• The Proposal
Technical aspects (above), staffing, consultant
background, financial and other terms
• Consulting Contract
(verbal, letter of agreement, written)
DIAGNOSIS
• Restate problem and ensure client readiness

• Diagnosing purposes
• Characteristics of problems
• Causes of problems – hypothesis and evidence
• Client’s potential to solve problem
DIAGNOSIS
• Data gathering - “Just the facts Ma’am”

“Facts should enable the examination of process, relations,
performances, causes and mutual influences with special
regard to underutilized opportunities and possible
improvements” Kubr
• Sources of data
Records, events /conditions, memories
• Ways to obtain data

Observation, special reports, questionnaires, interviews,
meetings, employee surveys, customer surveys)
DIAGNOSIS
• Data analysis evolves to synthesis

• Organization and classification of data
• Ratios and comparison
• Causal analysis –techniques(5 why’s,
fishbone) and judgment
• Patterns/linkages
• Time to move on … “WNTBA” statement
• Client feedback and dialogue
ACTION PLANNING
• Deriving possible solutions
Experience, creative thinking, brainstorming
• Develop/evaluate alternatives
Short list, pros/cons, solution after next, weighted values)
• Present action proposals to client
• Leads to implementation
ACTION PLANNING
• Action Planning involves:
► Generating options
► Making choices
► Setting priorities
► Developing the plan
• Begin Action Planning with your client’s

preferences in mind
• A Grade B plan with commitment will
outperform a Grade A plan with no
commitment
• Dialogue is KEY
IMPLEMENTATION
• Consultants DO NOT IMPLEMENT
• PROJECT MANAGERS IMPLEMENT:

Planning, timeframes, flexibility, contingencies
Define new responsibilities, controls and resources
Monitoring implementation and the change process
etc.
TERMINATION
• Timely and planned withdrawal (end of contract0

• Evaluation by client and self
• Effectiveness of diagnostic work strongly influences the
results of the assignment.
• Follow up with client’s permission (3 weeks and 3 months)
• Final reporting / action plan / recommendations
For Discussion
In the first meeting the consultant should:
 Control the flow of conversation to ensure that the

information needed to proceed is obtained
 Ask most of the questions as a way of
demonstrating interest and insight into the
situation
 Attempt to establish a dialogue and relationship
with the client
 Be sure to attempt to close the business before
leaving
For Discussion
Diagnosis consists of seeking answers to:
 Issues and concerns expressed by the

client
 The purpose pursued, the nature of the
problem, causes of the problem, significant
relationships, the client’s potential to solve
the problem and possible directions for
further action
 Causes of identified problems
 Situations and problems that the client
cannot address by themselves
For Discussion
What is the most frequent reason that the client does not implement
consultants’ recommendations?
 The report has not been well written.
 The client did not understand the basis of the
cost-benefit analysis.
 The client was not prepared to absorb the
degree of change recommended by the
consultant.
 Finances were not available within the client
corporation to carry out the recommendations
For Discussion
Involving clients in the evaluation of alternatives is
important because:
 They will ultimately be responsible for

implementation
 It crucial to utilize the best resources available
at this stage in the process
 This represents a significant mutual learning
opportunity
 All of the above
For Discussion
The easiest kind of change to bring about is a
change in:
 Individual behavior
 Attitudes
 Knowledge
 Organizational behaviour
For Discussion
Any program for implementation must:
 Include plans for monitoring and

measuring the program over time
 Address the need for timely
communication about the change
initiative
 Be sensitive to the fact that for many
change will be perceived as loss
 Include some “elasticity” in the time line
to allow for unforeseen complications
 All of the above
For Discussion
A new client whom you have just met wants to engage your
services. You want to write a proposal, but the client just wants you
to get on with the job. What should you do?
 Write a brief letter setting out your understanding
of the engagement
 Give a brief oral presentation
 Dispense with the proposal and start the
engagement
 Refuse the engagement
For Discussion
In some instances it is difficult for a consultant to
decide who is his/her primary client. In such
circumstances, which is the most appropriate course
of action?
 To decline the assignment

 To map the "client system" and plan to
serve the largest stakeholder
 To serve all parts of the "client system"
with integrity for the benefit of the entire
organization
 To treat the person who pays the bill as the client
For Discussion
During the course of an assignment you realize that the
client's expectations are significantly greater than your
understanding of the project and the written terms of
reference for the assignment. Your best course of action
would be to:
 Complete the assignment according to the

written terms of reference
 Tell the client as soon as possible that the
assignment will not meet the client's needs
 Modify your approach to ensure the client's
needs are met
 Meet with the client as soon as possible to
renegotiate the terms of reference
For Discussion
Three key elements of the
client-consultant relationship are:
 Competence, persuasion and loyalty

 Confidence, communication and
understanding
 Commitment, knowledge and good
relations
 Analytic skills, writing ability and
research interests

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BUSI 640 Consulting Skills

• Restate problem and ensure client readiness

• Data gathering - “Just the facts Ma’am”

• Ways to obtain data

• Data analysis evolves to synthesis

• Begin Action Planning with your client’s

• Consultants DO NOT IMPLEMENT

• PROJECT MANAGERS IMPLEMENT:

• Timely and planned withdrawal (end of contract0

 Control the flow of conversation to ensure that the

 Issues and concerns expressed by the

 They will ultimately be responsible for

Any program for implementation must:

 Include plans for monitoring and

 To decline the assignment

 Complete the assignment according to the

 Competence, persuasion and loyalty

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