An Introduction to Management Consultancy 2nd Edition

About the AuthorOnline ResourcesAcknowledgementsPrefaceEndorsements1 The Management Consultancy PhenomenonDefining management consultancyThe reasons for hiring management consultantsThe roles of management consultantsThe forms of management consultancyThe results of management consultancyConclusionSummary2 The Management Consultancy IndustryThe Second Industrial Revolution and the birth of management consultancyThe Third Industrial Revolution and IT management consultancyThe Fourth Industrial Revolution and productized consultancyThe growth of the management consultancy marketConclusionSummary3 The Management Consultancy FirmThe organization of a professional partnershipThe economics of a professional partnershipThe managed professional businessNew developmentsConclusionSummary4 The Management ConsultantReasons for applyingReasons for hiringRecruitingLearning and developmentThe work of a consultantCareer developmentConclusionSummary5 Selling a Consultancy ProjectThe marketing of the firmThe consultative approach to selling a projectThe proposalThe flywheel of management consultancyConclusionSummary6 Identifying a Client’s Real ProblemClients’ questionsConsultants’ critical thinkingBalancing the problem-solving approachUnderstanding a client’s contextUnderstanding a client’s real problemUnderstanding the stakeholdersDistinguishing between various types of problemsDeveloping a problem statementUnderstanding opportunitiesConclusionSummary7 Structuring the Real ProblemMulti-level problem-solvingThe principles of structuringConsultants’ models for problem-solvingSequential Analysis problem-solvingConclusionSummary8 Designing and Conducting AnalysesDeveloping hypotheses about the client’s problemDesigning analyses for hypothesis testingDeveloping a work planCollecting the dataCreating the dataAnalysing the dataData-analytical thinkingPresenting the analysis resultsConclusionSummary9 Developing a SolutionMulti-level solution developmentGood solutionsConsultants’ models for developing solutionsFrameworks for solutionsAn indirect process for developing solutionsDeveloping solution hypothesesTesting solution hypothesesAccepting or rejecting solutionsSelecting the best solutionConclusionSummary10 Structuring a PresentationThe importance of presentations in consultancyPitfalls in presentationsUnderstanding the audienceStructuring the presentation of a solutionStructuring a solution-driven presentationStructuring a problem-driven presentationDesigning slidesDelivering presentationsConclusionSummary11 Preparing for ImplementationSetting up an implementation projectAssessing the client’s implementation gapStructuring implementation gapsAssessing client’s readiness for implementationPlanning an implementationConclusionSummary12 Facilitating an ImplementationThe consultants’ role in implementationSetting up an implementation officeScheduling the actionsManaging an implementationEvaluating a projectClosing a projectConclusionSummaryIndex