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Human . capital. Network. Social . Capital. capital. Client . Structural . Capital. capital. Organizational. Capital. Management consulting . Lecture 6 and 7 Managing knowledge and knowledge workers. Human . Human Capital. Intellectual Capital. capital. Network. Social .

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management consulting

Human

capital

Network

Social

Capital

capital

Client

Structural

Capital

capital

Organizational

Capital

Management consulting

Lecture 6 and 7

Managing knowledge and knowledge workers

slide2

Human

Human Capital

Intellectual Capital

capital

Network

Social

Capital

capital

Employee Knowledge Skills Experience

Products and services which have market value

Client

Structural

Capital

capital

Organizational

Capital

Human Capital – Intellectual Capital

Staffing

Development

IC

Communication

Performance Management

Remuneration and Reward

structure of lecture 6 and 7

Human

capital

Network

Social

Capital

capital

Client

Structural

Capital

capital

Organizational

Capital

Structure of Lecture 6 and 7
  • Lecture 6
    • Level of analysis
      • Organisational perspective
    • Framework for analysis
      • Management of knowledge (reactor model)
  • Lecture 7
    • Level of analysis
      • Work process
    • Framework for analysis
      • Identity model
  • HRM issues across both lectures
    • Recruitment and selection of consultants
    • Promotion policies – ‘up-or-out’ principle
    • The boundaries of HRM practices
objectives
Objectives
  • To understand the characteristics of the management consulting industry
    • History
    • Types of organisations
    • Types of consultancy activities
  • Typology of human capital
    • According to the client interface process
    • Career structures within management consultancy
    • The role of consultants as knowledge brokers
  • Typology of client capital
    • The consulting firm – client relationships
  • The HRM practice focus:
    • Recruiting human capital
    • Managing across boundaries

Human

capital

Network

Social

Capital

capital

Client

Structural

Capital

capital

Organizational

Capital

history
History
  • Management as a unique field of study
  • Arthur D.Little (1890s)
  • McKinsey & Company
    • First management and strategy consultancy
    • Founded by James McKinsey in 1926 (Chicago)
    • Hiring of bright young MBAs
  • Rise of management consultancy after World War II
    • Development of tools for strategic management
    • Boston Consulting Group (1963), McKinsey&Co, Harvard Business School
    • Bain&Co - focus on shareholder wealth
  • Consulting within accountancy and technology firms
    • PwC and IBM
  • Niche consultancy firms
    • Corporate social responsibiity
types of firms in the industry
Types of firms in the industry
  • Accountancy firms offering consultancy
  • Large non-accounting consultancies
  • Small specialist boutiques
  • Gurus
  • Independents
types of consultancy services

Strategy

HR

Marketing

Change

Org design

Infotech

Process and Operations

Management consulting

Types of Consultancy services
major consultancies
Major consultancies
  • Bain & Company
  • Boston Consulting Group
  • Deloitte & Touche
  • Ernst & Young
  • A.T. Kearny
  • KPMG
  • Arthur D.Little
  • McKinsey & Co
  • Mercer
  • PriceWaterhouse Coopers
different types of consulting services a knowledge based view

Competitive strategy

Economic model

KM strategy

Technology

HRM

Example

Productise

Reuse economics

People-to-documents

IT focus

Buy experience

Reward for contribution to document database

Ernst & Young

Different types of consulting services: a knowledge-based view

Bespoke

Expert economics

Person-to-person

IT enables personal

Build experience

Reward for knowledge creation and sharing

McKinsey & Company

typology of human capital
Typology of Human Capital
  • The consultancy process
  • Career structures
  • Consultants as brokers of human capital
    • Boundary spanning
the consultancy process your experience
The consultancy process:Your experience
  • Paired assignment
  • Identify a consultancy experience that you have been part of.
  • Characterise the individual stages of the consultancy process
  • Interview your partner and identify:
    • Which skills were developed at each stage of the consultancy process
    • Which other knowledge resources did you rely upon during this process
  • Summarise your findings and be prepared to feed back to the group
the career structure
The career structure
  • Analysts
  • Consultants
  • Senior Consultants
  • Business development managers
  • Directors/Partners
the mckinsey facilitator case
The McKinsey Facilitator case
  • Specific type of human capital
  • Across boundaries
  • How would you design the recruitment process to capture this human capital?
components of a high performing culture
Components of a high performing culture
  • General business knowledge
  • Understanding of client context
  • Logical problem solving
  • IQ
  • Creates environment of trust
  • Manages group dynamics
  • High awareness of emotions
  • EQ
  • High self knowledge
  • Experience of own transformational journey
  • Sense of vocation
  • SQ
using external facilitators poses a challenge to many forms of intellectual capital flows
Using external facilitators poses a challenge to many forms of intellectual capital flows

Clients

Facilitators

facilitator network hc viewpoint

External pool of facilitators

External skill experts

External skill experts

Facilitators within clients

Clients

Clients

Regions

Focal Practice Group

Other Practice Groups

Clients

External skill experts

Clients

Facilitator network: HC viewpoint

HC boundary

mindsets are often misunderstood and ignored

Thoughts and feelings

Values

and beliefs

Needs –

met and unmet

Mindsets are often misunderstood and ignored
  • What we see and usually try to change

Be-haviour

  • What we cannot see, make assumptions about and often do not address

A desire to change ends up like most New Year’s resolutions if root causes are not identified and addressed

slide19

Requires practice

  • Requires a choice
  • Requires insight

The first step in mindset change is a new level of personal understanding

the first step in mindset change is a new level of personal understanding

Requires practice

  • Requires a choice
  • Requires insight
The first step in mindset change is a new level of personal understanding

“You cannot solve

a problem from the same level of consciousness that created the problem in the first place”

Albert Einstein

the mckinsey facilitator case21
The McKinsey Facilitator case
  • How would you design the recruitment process to capture this human capital?
facilitator network oc viewpoint

External pool of facilitators

External skill experts

Facilitators within clients

Clients

Regions

Focal Practice Group

Other Practice Groups

Clients

Clients

External skill experts

Clients

Recruitment & development processes

Client delivery processes

Facilitator network: OC viewpoint
positioning in the lecture
Positioning in the lecture
  • Nature of the industry
  • Typology of human capital
    • Consulting process
    • Career structure
    • Knowledge brokers
  • Now we turn to the human-client capital interface
    • We take a closer look at how clients perceive consultants?
idea submission process

#1

In tray

IDEA SUBMISSION PROCESS
  • Stick hexagon on hexagon wall with similar ideas and rejoin group
  • Workshop room
  • 1. Group discussion on topic/idea
  • Receive hexagon at idea table and write on idea no. and title
  • Individual or group write up idea cover sheet and attach backup materials (others at table may start on another idea at this time if appropriate
  • Submit written materials at idea table
  • Door to patio

Filing

  • Wall
  • Patio
  • Cassette record sheet
  • Individual(s) go outside to record 2–3 minute video to explain idea
  • Video station helper puts idea no. stick on to idea coversheet and onto video cassette record sheet. Records idea title onto cassette record sheet
  • Individual(s) write idea no. and idea title on directors board—hold up at start of recording
  • Record 2–3 mins video
  • Video station helper with stickers of idea number
the perception of human capital
The perception of Human Capital
  • The ability to learn in practice
  • Why smart people don’t learn
  • The impact on organisational learning
  • The impact on social capital
  • The impact upon the client relationship
    • social construction of learning
the client consultant relationship
The client-consultant relationship
  • Human capital and its link to client capital
  • Dimensions for analysis
    • Strength of ties
      • frequency
    • Relational
      • trust
    • Cognitive
      • Shared mental models
  • Giving answers or shaping futures
the nature of relationships

Architecture

Dyadic

Structural holes

Structural density

The nature of relationships
facilitator network sc cnc viewpoint

External pool of facilitators

External skill experts

External skill experts

Facilitators within clients

Clients

Clients

Regions

Focal Practice Group

Other Practice Groups

Clients

External skill experts

Clients

Dense:

Resilient and dyadic trust

Dense: Deep and

dyadic trust

Structural holes: resilient and

generalised trust

Structural holes:

Deep and dyadic trust

Facilitator network: SC & CNC viewpoint
books about management consulting
Books about management consulting
  • Flawless Consulting, Peter Block, ISBN 0-7879-4803-9
  • Guerrilla Marketing for Consulting, Jay Conrad Levinson and Michael W. McLaughlin, ISBN 0-471-61873-X
  • Managing at the Speed of Change, Daryl Conner, ISBN 0-471-97494-3
  • Managing the Professional Services Firm, David Maister, ISBN 0-7432-3156-2
  • The Professional Services Firm Bible, John Baschab, ISBN 0-471-66048-5
  • Managing Transitions, William Bridges, ISBN 1-85788-341-1
  • Management Consulting: A Guide to the Profession, Milan Kubr (ed.), ISBN 92-2-109519-3
  • The World's Newest Profession: Management Consulting in the Twentieth Century, Christopher D. McKenna, ISBN 0-521-81039-6