Bain 岗位职责 How to be a Great Consultant

1 bcHow to be aGreat ConsultantMarch 1998Copyright 1998 Bain&Company,Inc.Developer:Alex WouterseReviewers:Tony Ecock Steven Tallman John ClarkebcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant2 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for experienced consultantsKey takeawaysAgendabcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant3 Great consultants base their success on characteristics that extend well beyond analytical thinking.Baseline analytical expertise,but also Excellent interpersonal skills and knowledge of people managementfacilitationmotivating othersconflict management Frank self-awareness of strengths and weaknesses Receptiveness to feedback from a variety of sources Ability and willingness to act on feedbacktrainingexperimentationpractice Desire to succeed as a consultantFive Key CharacteristicsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant4 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for experienced consultantsKey takeawaysAgendabcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant5 What people expect of you will depend on their needs and perspective.If in doubt,ask about the expectations of the people you work with.New ConsultantVP/ManagerCaseteamOfficeClient“Is he smart enoughto get up to speedrapidly?”“Is she experiencedenough to help ussolve our problemssuccessfully?”“Is she cooperativeenough to integrateinto the team and toadd own value quickly?”“Is he open enough toadapt to the officeculture and influenceit positively?”“What does she bringto the party?”“Is he a team player?”“Is he arrogant or can I work with him?”Expectations and Differing PerspectivesbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant6 Bain VPs on what it takes to be a successful consultant.“Few consultants have the total package when they arrive.The best consultants leverage either extraordinary analytical or client skills and then develop the rest over time.“Paradoxically,team skills are not a way that consultants distinguish themselves.Almost everyone we hire has excellent team skills based on where and how we recruit.“Over time,there is no substitute for the ability to quickly crack a tough business problem/analysis and design/execute an efficient path for gathering the data to back it up.This is what we do day in and day out.It creates client success stories and smooth team operations.Successful Consultants:Bain VPs PerspectivesbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant71.2.5 台湾地区的认证要求台湾地区的认证要求台湾“标准检验局BSMI为了岛内电子、电机产品的电磁辐射干扰，于1995年5月公布?商品电磁兼容性管理方法?并于1996年7月正式公告自1997年1月1日起管制复印机等产品的电磁兼容性能之后陆续管制信息周边产品、家电与播送音响产品。而“标准检验局也依据CISPR与IEC的EMC标准，逐渐修订岛内相应标准CNS，例如CNS13438就是信息类产品的标准。岛内申请厂商其产品符合了EMC要求后，便可以依检验单位提供的产品电磁兼容型式试验报告正本一份含外观及内部结构照片并加附以下资料：中文使用手册及规格，登录号码ID标示位置及式样说明，电路方框图，对策元件及干扰源一览表。再填具申请书后，向所在地检验机构申请，由检验机构核发检磁号码证书。bcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant81.2.4 新西兰与澳大利亚的认证要求新西兰与澳大利亚的认证要求新西兰与澳大利亚的电磁兼容管理主要是依据1992年公告的无线电波法Radio Communication Act。该法于1996年1月1日生效，并于1997年1月1日起强制实施。对信息技术设备产品需符合AS/NZS 3548电磁辐射干扰规定。澳洲在EMC方面管制的架构与欧盟CE-Marking大致雷同，均采用自我认证的方式。依产品标准执行且通过测试后，签署一自我宣告书DOC即可。所不同的是宣告书必须由澳洲境内的进口商、供货商或制造商签署宣告。另澳洲政府还要求每一澳洲本地的供货商或进口商必须向其执行单位ACA(Australian Communications Authority)登录。按规定做成C-Tick标记，贴于产品适当位置。bcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant9“Unsuccessful consultants.are arrogant and unreceptive to feedback.They stop three-quarters of the way through the analysis because they are confident its right and dont convince skeptical clients to change.do not become expert in the functional or industry area they are working in.The clients question their value-added-often from their first interaction.do not get out in front of their managers.They are executing another persons to dos rather than designing their own path.They dont live up to,let alone exceed,expectations.Their lifestyle is totally reactive.And their morale is understandably low.treat the Bain job as an extension of school.Like courses and professors,cases and team leaders are good or bad.Case work is an assignment,not a personal mission.Also,they think in terms of us/them rather than joining the team and pulling for the joint cause.As a result,they do not add as much value as they think they do,or theyre capable of,and they are tiresome to manage.Unsuccessful Consultants:Bain VPs PerspectivesbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant10 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for experienced consultantsKey takeawaysAgendabcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant11 When you start working,you hear different things about Bain and what others expect of you.“You sign up.Then,they tell you what you are really up to.“Get on a good case.Work for a good manager/mentor.“If you are not involved in recruiting,thats a bad sign.“The first year you will probably do spreadsheets,spreadsheets,spreadsheets.“A great analyst can get away with lousy team scores.“Make a good impression on the VPs you are working with.Thats all that counts.This module aims to tell you what you really can expect and what is expected of you.Start-Up ExpectationsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant12 Consultant expectations and roles are grounded in the Bain mission.Bain&Companys mission is to help our clients create such high levels of economic value that together we set new standards of excellence in our respective industries.This mission demandsMission StatementWe believe that accomplishing our mission will redefine the management consulting business,and will provide new levels of rewards for our clients and for our organization.The Bain vision of the most productive client relationship and single-minded dedication to achieving it with each clientThe Bain community of extraordinary teamsThe Bain approach to creating value,based on a sharp competitive and customer focus,the most effective analytic techniques,and our process for collaboration with the clientMission and ExpectationsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant13 The Bain vision of client relationships is realized by delivering results,not reports.Your role as a consultant is a function of Bains vision for each client relationship.Relationship to ClientValue Added Results“Fee-for-service Adviser(Billing hours of advice)“Dedicated Partner(Selling profits at a discount)“Profit Participator(Buying profits at a bargain)“Empowered Entrepreneur(Taking full ownership position)Consultant role:Independent and objective Industry experts Serve a client for a fee Strong alignment with dedication to clients destiny Experts on the clients industry and key strategic challenges Long-term relationships Value-sharing whenever possible Controlling role towards client management Exclusivity,no conflict of interest Focus on results Active dedication to success by full risk sharing Entrepreneurial role based on experience in“results through strategyClient Relationships and Consultant RolebcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant14 The Bain mission and vision can be translated into concrete expectations for a new consultant.Your ultimate success will rest upon your ability to meet these expectations.What will make youa great consultant at Bain?Value AdditionClient RelationshipsCommunicationExtraordinaryTeams Expectations are integrated into a business system(recruiting,training,professional development,performance management)Expectations are linked with market positioning and Bain brand(“results through strategy)Success Factors and ExpectationsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant15 What do we expect from you as a new consultant in the area of value addition?Identify the action/answer that willlead to client valuePyramid the problemPlan the workExecute the workInterpretthe analysis Identify key issues of workstream Help to formulate specific hypotheses logical mutually exclusive/collectively exhaustive(MECE)Develop blank slides Design analysis to complete the slides Design templates to gather data Identify checkpoints Develop a timeline Gather representative,primary data in the most efficient way Perform zero defect analysis Avoid crunches Reality check Anticipate client reaction Deliver expected resultsBaseline:Oversee interdependencies with whole case Help structure the“big picture Create a completely MECE pyramid of the clients problem motivate the client to take action,or prove the answer Get to the heart of the matter quickly Build up realistic HIT-based planning and Answer-First consistently Master most complex analytical toolkit Coach other team members Develop breakthrough insights and significant tangible results on your specific moduleDistinguishing:Expectations:Value AdditionbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant16What do we expect from you as a new consultant in the area of client relationships?Evaluate clientneedsManage clientsituationBuildrelationshipGenerateimpact Sensitive to client needs,constraints,and culture Conduct professional and controlled interactions Always run well-prepared meetings Viewed as expert by client Work with client on relevant issues Help to support change in individual interactionsBaseline:Cultivate acute awareness of others attitudes and values Follow up all client commitments Build personal relationship based on outstanding expertise and empathy with client Turnaround client team members into real change agents and“Bain friendsDistinguishing:Expectations:Client RelationshipsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant17 What do we expect from you as a new consultant in the area of communication?Interact parallelwith clientDevelop apresentationPresentEnsure consensus,follow up,and actionLeave a trail Adopt a candid and precise communication style Help to create a well-structured,logical presentation Generate flawless,succinct“Bain standard slides Rehearse sufficiently Prewire assigned client employees Present own work with flawless execution Note key client questions and observations in meetings and presentations Provide back-up FileBaseline:Use communication to convince and motivate clients to take desired action Independently prepare a“crisp presentation compelling storyline high impact slides Be proficient and convincing in larger,formal presentations Guarantee achievement of desired results Make excellent BRAVA and practice area contributionsDistinguishing:Expectations:CommunicationbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant18What do we expect from you as a new consultant in the area of extraordinary teams?SelfTeamOffice Be receptive to feedback Sustain commitment to Bain Be a true team player 100%of time Contribute positively to moraleManager(upward)Be reliable Be supportive Act as an accepted and responsible member of office community Demonstrate professional behavior to all administrative staff Systematically solicit and use feedback from others to improve own performance Successfully motivate and integrate other new consultants into team Leverage managers time and value added Manage proactive contribution to overall office morale Network Earn respect Engage in informal office activitiesBaseline:Distinguishing:Expectations:Extraordinary TeamsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant19 According to VPs,successful consultants do not ignore the basics.You can never overdo prewires Send faxes well in advance of teleconferences number your pages Only produce slides after the story or executive summary is written in the best presentations,taglines correspond to the executive summary verbatim producing slides and then trying to make a story out of them is the single greatest cause of yield loss at Bain Create fewer,better slides reduce rework-create“client ready slides for the first time use graphics technology to leverage your work,not expand it use fewer words,bigger text Develop a bias for fact-based slides-avoid stoplight charts or subjective word slides label appropriately include sources Rehearse presentations sufficiently to make adequate eye contact with the audience dont read slides to people who can read slides for themselves slides support the story and are no substitute for real-time commentary Start with the end in mind if the end product is a board presentation,blank out a board presentation-dont try to start with a management level presentation and convert itTips from VPsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant20 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for experienced consultantsKey takeawaysAgendabcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant21 Expectations evolve for an experienced consultant.Great consultants are“caseteam leaders and managers-in-training.Consultant:Point of arrival for thecaseteam leader roleValue additionClient relationshipCommunicationExtraordinaryteams Carries out analytic value-creation process for major piece of work Masters analytical toolkit relevant to large parts of the case Cracks toughest business problems Is fully accepted as expert and business partner by client middle/upper management Uses communication to convince and motivate clients to take desired action Is an effective and respected team integrator and contributor to office morale Shows potential to grow into caseteam leader/manager positionEvolving ExpectationsbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant22 State-of-the-art problem-solving know-how and client process skillsOver time in a consultants career,basic values remain the same but differ in emphasis.Junior consulting staffSenior consulting staffTime AllocationAnalysis/problem-solvingCaseteam/clientmanagementSales/marketingKnow-how creationand experience sharingRole:Key success factors:Top analyst/problem solverChange agentLeadership in effecting change(process skills)“Performance Partner for top managementSales/marketing,product developmentRole DevelopmentbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant23 Expectations about your role will increase in line with your broadening skill levels.Value additionClient relationshipsCommunicationExtraordinaryteams Focus on assigned workstream Become expert in certain tools,functions,tasks Focus on big picture Gather and share expertise in major relevant business/industry issues Establish relationship with specific client team members Become a respected project team member Establish long-term relationships with key client decision makers Earn personal respect beyond mere project/business issues Communicate proactively and professionally Create well-prepared parts of presentations Use communication skills consciously and systematically to motivate others to take action Create and supervise the creation of complete presentations that convince the client Be a great team player Engage in informal office activities Help others to integrate smoothly into the team Actively contribute to office/firm development-manage a major activity(recruiting,training,etc.)JuniorSeniorExpectation and Skill DevelopmentbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant24 No matter what path you may eventually take,there is significant overlap between Bain and career key success factors.BainCareerBuild a personal track record of value additionBullets on your resumeDevelop a list of team members and clients who like and respect youPersonal networkBain&BeyondbcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant25 Key success factorsThe function of expectations in predicting consultant successManaging expectations for new consultantsEvolving expectations for experienced consultantsKey takeawaysAgendabcCopyright 1998 Bain&Company,Inc.How to be a Great Consultant26 Great consultants.execute on more than good analysisdevelop excellent interpersonal and people management skillsself-assess for areas of potential growthuse feedback to achieve full potential proactively manage caseteam work,managers,and clients are aware of career milestones and their shifting roles,and actively manage transitions capitalize on opportunities to go beyond baseline performance to achieve distinguishing results in value addition,client relationships,communication,and extraordinary teams integrate caseteam work and firm asset-building into personal and professional aspirationsTakeaways