You're about to create your best presentation ever

Management Consulting Presentation Template

Create your presentation by reusing one of our great community templates.

Management Consulting

Transcript: Objective: Provide MM with a new compnay website The user of our products is the focus of all our efforts. We are committed to excellence and continuous improvement in all our products and their prompt delivery to our global customer. We aim to provide a safe and rewarding work environment that recognizes individual achievements and promotes teamwork and communication. Given a voice Thank you & We welcome any questions Aim: Objective view Issue: No formal recruitment & selection process Recommendations: Create job descriptions Develop selection criteria Explore methods of recruiting candidates Results: Hire the right for each position Acquire language skills and knowledge For the employee: Changes in training & development, management style and the formation of teams Development For Organisation: Needs met Marketing Project Too hierarchical -> Poor communication & morale Re-branding Introduction Aim: to give the company a competitive advantage and keep up with market trends Open channels of communication Conclusion Broad skills Inefficiencies in production line Forming a focus group Facilitate change through the involvement and engagement of all employees Depending on the risk assessment Katie Neylon - Production Consultant Niall Grimes - Marketing Consultant Karen McSweeney - O.D Consultant Orla Concannon - HR Consultant Fahad Dalaimei - H&S Consultant HR Policies & Procedures Potential results Guiding values Matrix Structure Facilitate these changes through: Protect against employee claims To comply with the standards of safety set out by Health, Safety and Welfare at work Act 2005 Specialist Knowledge Supportive systems of interaction Evaluating the needs of the employees Risk Assessment TQM Culture Create employee handbook Conclusion Reward scheme Integrated and aligned systems Trade Shows Communicate values and expectations 2 Functional Teams: Organisational learning Human Resources Project No vision or mission statement I will work on the design for a company website, and I will also train members of staff to maintain the website once it's up and running SEO (Search Engine Optimization) More congruent/proactive workforce Establishment of Safety Statements Health & Safety OD will facilitate change through: Total cost of the project - €85,800 Carry out a risk assessment of the organisation and establish key projects to be addressed: Create mission statement: Aim: We would propose that the company consider sending representatives to international trade shows Aim: Exhibit and showcase your product Benefits Objective: I will Implement a niche marketing strategy Greater Motivation Values encouraged Better quality of work MM Structure Aim: The rebranding of your company will compliment the new image that we aim to achieve through a marketing strategy and creating an online presence Recruitment & Selection Issue: Weak HR policies & procedures Market Research Refurbishment of the building Recommendation: Draft HR policies for overtime/disciplinary/working conditions/attendance Improved teamwork Customer focused startegy Online Presence ORGANISATIONAL DEVELOPMENT Issues? Increased willingness to change Commitment to Objectives Implement TQM model Restructure Organisation Establish mission statement Rebranding of Munster Manufacturing to MM Develop marketing strategy and online presence Implementation of organisational learning Aim: This will expose your business to new clients and will enable you to trade online. This will potentially lead to increased sales and make the business more accessible to customers OBJECTIVE: Is to give the company a new identity, through name change and rebranding Proven track record Coaching Creation of learning individuals and groups Integrated Objective: To conduct market research HOW: From Munster Manufacturing to MM Increased Productivity Overall Aims Leadership and teamwork intervention Results: Help management with decision making Aim: Build a successful company profile and achieve a significant increase in product sales Marketing Strategy Flatter structure Establish reward scheme Design recruitment and selection process Develop HR policies and procedures Comply with Health & Safety Standards Production Project Time Scale Change throughout the organization Collectively our knowledge and skills will be invaluable to your business Our Team: Creation of new canteen area & car park

Management consulting

Transcript: Robinson Mason is a very clear example of bad management and the "snowball" effect. They trampled with 1 problem and made it bigger every time they tried to fix it due to poor research or bad leadership. There were many times where Robinson Mason could've been saved but most of the management acted like they did not even care by putting their personal assets always at first and showing poor leadership to their employees. Erratic decision making and poor research helped making a not so big problem into a catastrophic problem at the end of the case and costing millions of dollars to the owners personal assets. Calling bankruptcy was the right call by Robinson Mason, at the end of case the company was holding itself together by very thin threads and the employees lost their thrive to fix the problem with the company once the Ganymede team failed and resulted in such an expensive manner to the company. Robinson Mason part II Robinson Mason part III The problem behind all this... The magnitude of the business transformation required across Robinson Mason's became clear, a dozen countries accustomed to operate on their own would now be required to become a single, unified business with a common mission, working in complete alignment. To indicate the seriousness of his commitment and the level of determination, the European regional director appointed a full-time director with full authority to oversee design and implementation of the changes needed. The plan was programmed planned to run in three phases: Robinson Mason part I That was the plan, the reality was different... In the early 1990s Robinson Mason was a long-established UK multinational with a stable very well known-consumer brands, enjoying a presence in much of Western Europe. Marketing took place at a number of sites and was not coordinated between countries. There was no formal comonality of positioning and it could quite often be the case that a new product was launched as and when the local country decided. In other words the company was segmented into its own each market and they did whatever they wanted. This lead the company's performance to stall at the mid of the 1990's. Robinson Mason cases Thank you for you time! Robinson Mason part IV In conclusion... Two month exploratory/familiarization Three-day workshop run by the Ganymede team Present, built upon and eventually accept the European regional director and his direct reports Better decision making Communication with the higher directive Workshops for employees Carrying out what was planned when it was planned Understanding the problem before taking a decision More interest Santiago Garza 918405 Jesse Williams 919066 Mauricio Garza 918764 Almost as soon as the program began, tensions felt within the Ganymede team. The change management consultants had a style that immediately rankled with the Robinson Mason members of the team. They appeared personally disorganized, required long hours to be worked for no good reason other than to make impression on the local management. The Robinson Mason team were also unimpressed with the management consultants made the tension even stronger. The European Regional was changed for an American which was way more focused on delivering the financial numbers inherited by his predecessor. The Ganymede team found itself with an absentee director due to the past tensions with the Robinson Mason team and members of the company began to actively seek positions in other parts of business. Final presentation Management Consulting In the following 18-24 months, Robinson Mason's business continued to labor on. The business was seen as complex, failing, unable to reach its targets, with a director obsessed with balance and maverick general managers primarily concerned with safeguarding their personal interests. Some attempts were made at coordinating activity but they failed. In the area of customer management the Ganymede team had don great work by creating effective handbooks until they were hampered by the European sales director, who could not appreciate that his role was to support the RM sales team rather than to negotiate with trade partners. Many of the key recommendations of Ganymede were lost or ignored, thanks to this the Ganymede was seen as an expensive failure. By this Robinson Mason called bankruptcy and was saved from oblivion by a company called Wessel GmbH, a company with quite different and much more determined management style. How could this been avoided?

Management Consulting

Transcript: Categories: 1. Responsible. Who perform the task 2. Accountable. One person *Supports. To provide further resources Depending on the level of intimacy the consultant has with the client A consultant has to be seen to be helping a client to be successful. They have to maintain a professional distance to remain objective but must be sensitive to the client’s needs. Process on successful change Be prepared Avoid panic Refer back to aims and objectives Management Consulting by Selene Dea Jiménez Hernández Chapter 8 Consultant leads or facilitates a client team: the latter complete the consulting project Step 1: Establishing a sense of urgency Step 2: Creating a powerful coalition Stage 3: Developing a vision (imaginable, desirable, feasible, focused, flexible, communicable) Stage 4: Communicating the change vision (simplicity, metaphor, analogy and example, multiple forums, repetition, leadership by example Stage 5: Empowering employees to act on the vision Stage 6: Generating short-term wins Stage 7: Consolidating improvements and producing more change Stage 8: Anchoring new approaches in the culture Changes in client’s interests Changes in the client’s business situation Cuts in expenditure Loss of key people Misinterpretation of information Change-enhancing interactions 1. System dynamics – what are the deep systemic issues that will cause the change stage to hit problems? 2. Organization and disorganization – what factors related to the organization of the system will impact on the success of the change? 3. Understand the resistance – how can people be encouraged to be involved in the transformation? 4. Change spectrum – what type of change interventions can be effected to help people through the change? 5. Consumer segmentation – how can the consumers be segmented into groups based on their desire for change? 6. Methodology – determine from the outset what methodology will be used to drive the engagement. 7. Energy mapping – understand where the forces are who can impact the change. Benchmarking project progression Types of project shock TOOL: Responsibility Assignment Matrix - used to list activities Executing a successful project Relationship with the client during the project Low 1. Identifying the RELEVANT intermediate STAGES of the project; 2. Defining SPECIFIC OBJECTIVES for each intermediate stage; 3. Anticipating what will be appropriate evidence that each subsidiary objective has been achieved; 4. Delivering on the objective and producing the EVIDENCE. Consultant is given briefs and completes work without further reference to client until the end Truthful Responsive Uniform Safe Trained The desire for change by the client organization Each shock must be tackled on its own terms. However, there are a series of ground rules: Common reasons why the project is knocked off course 3. Consulted. Advice that ensure the activity is done properly 4. Informed. Indirect impact for wider implications Themes that a consultant should consider Responding to project shocks Consultant-client engagement for project implementation High Evaluate resource implication Modify plans Communicate Understanding the roles of client team members Consultant is brought into the company for a specified time to fulfil a task or job function

Management Consulting

Transcript: Lean Start up Isn't just about creating a more successful business -'what you learn' Provides scientific approach to creating and managing start ups and get the desired products or services to customers fast Tool teaches you how to drive a start up - how to steer - when to turn - when to persevere and grow Eric Ries Based his analysis and creation of the Lean Start up tool on Steven Blanks: Customer Development Methodologies Agile Development Methodologies Building Blocks of the Business Model Canvas This created the 5 main principles that make up the Lean Start up tool 1 - Entrepreneurs are everywhere 2 - Entrepreneurship is management 3 - Validated Learning 4 - Innovation Accounting 5 - Build-Measure-Learn Taught the world the difference between value creating activities and waste - Eliminating uncertainty 'A human institution designed to create a new product or service under conditions of extreme uncertainty' - Work Smarter not Harder! Can this product be built? Should this product be built? Can we build a sustainable business around this product or service? - Develop Mean Viable Product Begins process of learning quickly Advantages - Company starting point and structure - Provides tool that applies to any business or industry and is easy to use - Eric Reis coins the Lean Start up tool "practical approach for creating and managing start ups focusing on key principles" Disadvantages - Not a science - Ideas need to be tested further - Requires more practical applications - Alters the risk/reward equation in favor of start ups, entrepreneurs and investors alike • Entrepreneurs • "the owner of a business enterprise who, by risk and initiative, attempts to make profits” ( • Entrepreneurs have been described as risk-takers and rugged individualists (Begley and Boyd 1987; McGrath et al. 1992), as engaging in deviant social behavior (Shapero 1975), and as being a "breed apart" (Ginsberg and Buchholtz 1989). •RISK •I pictured someone who was fumbling around in a dark looking for the light switch. And their success is linked directly to their ability to navigate and pivot around this furnished room and reach that light switch. If they can turn it on, they end up on top. • Pivoted • “many economists have argued that entrepreneurial behavior is caused by market imperfections that create an opportunity for entrepreneurs to earn above average economic wealth (Hebert and Link 1988).” • Small Business VS Entrepreneurs • NEW • Entrepreneur Companies = Innovative • Public Sector - Obama What an entrepreneur acts Usually start at small Wealth is created – New demand Innovation - new products - new production methods - new markets - new forms of organization Uncertainty Entrepreneurship and small business Entrepreneurship is especially critical in small businesses - Sources of competition for large firms; challenge their economic power - Offer a wide range of choice to consumers - Sources of innovation and creativity - Good career opportunities to work in an unstructured environment of a small company Since 2008 Australian Innovator of the Year 2010 Australian International Design Award 2010 Innovation: providing affordable off-grid energy based on clean solar technologies (Clean energy) New demand: 1.6 billion people around the world without access to power Wealth & Social Benefit (Improves education by providing lighting, Improves overall health, cost saving etc) Successful example: Indian village Entrepreneurship is management 1. Marketing Management 2. Operations Management 3. Financial Management 4. Product Development Marketing Management The essential entrepreneurial function in marketing management is to design an integrated marketing plan, where the Demand variables (demographic, social, economic, political) and Semi-demand variables (market segmentation, customer behavior) of the market are related to the product and Decision variables (pricing, distribution, product characteristics, Advertising) of the firm Operations Management Process of designing and utilizing the physical resources of the firm to maximize the operational capabilities of the company - Product/ service design - Process design - Job design - Job standards Generally has to provide specialized, few-of-a-kind products and personalized services without the benefits of mass production and mass distribution Financial Management Finances needed for: 1. New Investments in product development 2. Expansion of markets 3. Process improvements Difficult for smaller firms to compete in finance with larger firms (Lack of money) So, Preparing detailed financial plans, e.g. cash budgets, capital investment analysis, short-term plans Sources: current liabilities, bank loans, venture capital proposals, equity investment etc Product Development Invention of new products Improvements in design of existing product Prototype to test the market responses Eliminate uncertainty Lack resources for full R&D facility, so Outsourcing of R&D and innovation

Management Consulting

Transcript: Mathematics (MCV4U, MHF4U) English and French (ENG4U, FSF4U) Economics (IB) Business (Accounting) (BAF3M) World Geography - Law & World Issues (IB) Undergraduate: $70,000-75,000 MBA: $160,000-$200,000 Engagement Manager/Project Leader: $175,000-$250,000 Associate Principal/Senior Project Leader: $250,000-$400,000 Partner/Principal: $500,000 - $800,000 Senior Partner/Director: $1,000,000 plus Senior consultant salaries increasingly performance based Bonuses "Perks": benefits (e.g. insurance), retirement contributions, expense accounts, travel benefits Employability Skills Matches skills and interests assessments (#4/A on Career Cruising) High scores in interpersonal and communication skills; good academic skills Allows me to travel Able to help companies and employees (values) "Doctor of Enterprise" - learning curve, challenges (values) Teamwork oriented workplace (values) Post-Secondary Pathway Manage information - foundation of entire job Management consultants are hired to synthesize information from a variety of sources As part of information management, analyze data to come up with a written report (conclusion) Why this Career? "1122 Professional Occupations in Business Services to Management."* . 13 November 2009. Gao, Kevin. "Management Consulted." 2010. "Career Cruising." 2010. "JobFutures - Professional Occupations in Business Services to Management." 31 March 2007. "Professional Occupations in Business Services to Management (NOC 1122-A)." 12 July 2010. "ONWin." "Labour Market Information.", 31 December 2008. "eINFO.", 2010. "McKinsey & Company.", 2010. "Bain & Company.", 2010. "Boston Consulting Group.", 2010. Very competitive field - firms hire only the top students of the top business programs. Established firms are only employers ("all or nothing") Undergraduate recruiting huge question mark Difficulty of attending business school - admissions and finances Workload and overtime - huge commitment Similar Careers: Corporate Lawyer Financial Analyst Chartered Accountant / Auditor Commercial Banking / Capital Markets Human Resources Specialist Transferable Skills Management Consulting Working Conditions What is it? - Job Description Other skills: communicate, work with others Potential Obstacles High School Plan N.O.C. number 1122.1 Helping organizations improve their business using analysis of existing business problems External, objective advice Specialized knowledge Client presentations and meetings Do research, write-ups, analysis of business; come up with solution Develop plans for improvement and advice with team Thanks for watching! Average Salaries Academic Skills - literacy, computer proficiency, mathematics (finance), research all needed to succeed in this job Finding solution incorporates all of the above elements Others include: communication skills and organizational skills Trends Bachelor's degree in business or related field University with extensive recruiting, career services (Ivey - UWO) ENG4U + two maths. Top six average ~ 90%+ Work 2-3 years in entry level position Business school (MBA) - 2 years MBA-level hire - officially a consultant Earn Certified Management Consultant (CMC) accreditation - must have two sponsors, complete several courses, and pass two exams (2-3 years) Cited Works Future Employment Prospects Employment growth rate above average Companies continue to seek expertise in order to be competitive and contract out business operations. Retirement rate above average; more job openings. Job seekers match number of job openings Pursue career with confidence; high chance of employment More competitive if specialization is in information/technology management, healthcare, biotech, human resources Employed by consulting firms; some are self-employed Hired by variety of for-profit and non-profit businesses, as well as governments Junior consultants spend most of the time in the office for research and analysis At higher levels, regular travel is expected (both short and long distances) Long hours (50-60 hours/week); weekend work Must finish projects by deadlines Globalization will play large part, as international business knowledge becomes more and more important Must be able to work with companies all over the world (i.e. MNC, Asia) Flexibility - local markets, local cultures Others include "computers everywhere," "small businesses grow big"

Now you can make any subject more engaging and memorable