20090203 rsm consultants in real life

Consultancy in real life

RSM

Rotterdam, 3 February 2009

Mr. Drs A.M. Aelmans MBScA

Real life according to consultantsWhere are we now and where are we going to?The theory is always simple:

© 2009 Capgemini – All rights reservedconsultants in real life

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S1 S2

B

Current Situation

Desired Result

Benefits

Real life... According to Alice


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So, where are we now?


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Current Situations (S1)

“Don’t know if we shouldchange”

“Know we need to change, but don’t know how”

“Know we need to change and know how, but lack time/resources to do so”

Lack Insight Have Insight Have Plan

Alice lacks insight but she will find out where she is...

Look & listen carefully• Get yourself and your colleagues lots of coffee

• Get yourself a desk amongst the clients staff• Really do serious stakeholder management

• Who is talking to who on what topic?• Who has lunch together, supports each other in meetings?• Who does everybody turn to for advice?

• Do you really understand what they are saying? • Prepare a list of things that strike you as good/ could go better and then

challenge, validate & check.• Try to prove your self wrong at least during 2 weeks.


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You need to know what is going on and who is in the game.

"But I don't want to go among mad people," Alice remarked."Oh, you can't help that," said the Cat: "we're all mad here. I'm mad.You're mad.“ "How do you know I'm mad?" said Alice."You must be," said the Cat, "or you wouldn't have come here.”

Are you 100% sure?

How do you know?

Prove it!

How does the client knows you know? Communicate explicitely (in simpel, clear and unmixed messages)

How do you know that the client knows?

Ask for clear & written feedback


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If you don’t understand the why, you can’t do the job.

Known consultant pit falls while gaining insight

• Assume people trust you instantelyYou need to be aware that your presence is disturbing the balance, you were not hired to play cards, mistrust is often your starting point.

• Assume you understand and act on itYou need to challenge, validate and check

• Assume everybody has the same insightYou need to check and communicate the insight in simpel, clear and unmixed messages

• Assume that everybody holds the same agendaYou need to be aware of this and play with it.

• Assume everybody is effected by the problem and therefore happy to contribute to the solutionWho’s problem is it anyway?

•


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Assumptions are the basis of all failures!

Consultants know where we are going to….

“Know we need to change, but don’t

know how”

“Know we need to change and know how, but lack time/ resources to do so”

Lack Insight Have Insight Have Plan

Want Insight Want Plan Want Plan Implemented

Desired Results (S2)

Current Situations (S1)


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But does Alice?

Consultant pit falls:•The goal/objective is not defined SMART (enough) Specific, Measurable, Acceptable, Realistic and Time constrainedYou need to: stick to the plan or change the plan

•The scope shifts during the projectYou need to: keep everybody focused and aligned or agree on the new SMART definition of the goal.


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"Would you tell me, please, which way I ought to go from here?""That depends a good deal on where you want to get to," said the Cat."I don’t much care where--" said Alice."Then it doesn’t matter which way you go," said the Cat."--so long as I get SOMEWHERE," Alice added as an explanation."Oh, you’re sure to do that," said the Cat, "if you only walk long enough."

We know where we are, we know where we are going to, how to get ‘there’?

Known consultant pit falls at the project start up:•Mal preparation

•Do check everything and everybody (even before you get started!)•Define a SMART assignment

•Poor stake holdermanagement•No formal agreement on essentials (like time, money, quality, resources, use of templates deliverables)•Get formal approval & resources, don’t just start•Do be absolutely clear on what you will and will not do

•Be alert on changes along the way


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Begin at the beginning and go on till you come to the end: then stop.

(said the King)

Consider the way along as a game, a difficult one...


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Alice thought she had never seen such a curious croquet-ground in her life.. (…).the balls were live hedgehogs, the mallets live flamingoes, and the soldiers had to double themselves up and to stand on their hands and feet, to make the arches.The chief difficulty Alice found at first was in managing her flamingo.. (..).. as the doubled-up soldiers were always getting up and walking off to other parts of the ground, Alice soon came to the conclusion that it was a very difficult game indeed.

Please do:• Solve the riddles• Make sense out of nonsense• Have fun along the way• Get there

With lots of obvious obstacles.....

Known consultant pitfalls along the way:•Poor project management

•Do use a project management tool

•Do assign the project roles clear amongst the team

•Do agree on formats/templates with the client•Do evaluate with your team frequently

•The consultant knows best•But ‘they’ do the job for years already, so do ask and openly appreciate other opinions

•But ‘they’ have to live and work with your result, so do make sure they can and will do so

•Don’t impose your templates and style but do adapt to their way of doing if possible


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.... and more hidden obstacles to be taken.

•Communication•Do communicate with the client in simpel, clear and unmixed messages

•Be open on issues and risk: weekly progress reports, issue lists and regular meetings with your client are crucial


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Speak English! I don't know the meaning of half those long words,

and I don't believe you do either! (eaglet)

Be sure you solve the right riddle!

Like… what’s the real issue?

To be honest: most clients think they know…..

…….but a lot don’t.

Keep checking:Is the problem clear? Is this identified problem really a problem? Is the identified cause really causing the problem? Are they solving the right problem or right cause? Is it realistic within the constraints given (time, money and quality) Is it feasable for the client? And for your self?

Are there hidden issues? Hidden agenda’s? No go-zones? Trauma’s from other projects that will hinder your current assignment?

Does he really wants to solve this, understanding all consequences?


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The Hatter opened his eyes very wide on hearing this; but all he said was, "Why is a raven like a writing-desk?""Come, we shall have some fun now!" thought Alice. "I'm glad they've begun asking riddles”.

Who are you?


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"Who are YOU?" said the Caterpillar.This was not an encouraging opening for a conversation. Alice replied, rather shyly, "I--I hardly know, sir, just at present-- at least I know who I WAS when I got up this morning, but I think I must have been changed several times since then."

Know who you are and be your self!• Beware of how you are perceived by others

What is your added value?• Don’t over- or underestimate yourself • What distinguishes you from your neighbour?• What do they ask you to do? • Ask you best friend• Check with the clients afterwards• Check your Belbin score

'I can't explain myself, I'm afraid, Sir,' said Alice, 'because I'm not myself you see.'

And what does the client want you to do?

Phase 1: provide insightAs-Is situationTo-Be situationThe real challenge is known

Phase 2: write the plan

?Write plan

?Workscouncil

?….

Phase 3: implement the plan

?Set up project

?Run project

?Deliver expertise

?…..


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Don’t fool yourself: every phase requires different skills, personalities and tools.

Balancing priorities can be tough

• Work life balance• normal days (incl. travel up to 11 hours a day)

• special days (evening meetings, training sessions, assignments abroad: up to 16 hours a day)

• Personal interest and the assignment• Personal career planning and the available assignments• Personal opinion on an approach and the approach chosen by the lead consultant or client


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How do I know we are ‘there’ already?

Because ...

Time is up?

Budget is gone?

because we have delivered on time and according to expectations!


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Are you really ‘there’ when you get ‘there’?

Known consultant pitfalls being ‘almost there’:• Keep an eye on the famous triangle time, money and quality

•Do inform the client on issues of challenges

•Do prepare the alternatives

•Do facilitate the client to take the decision

•Don’t take the decision your self (unless you are explicitly assigned to do so)

• How do we stay where we want to be?•Trust is fine, check is better. Are people really acting as instructed or do they cling to old ways of doing things?

•Measure the new way of working and reward the early adapters

•Spot and block all escape routes to the old way and strongly discourage all side steps


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For some it is worth it, for some it isn’t.Nice stuff:•New challenges every time•New colleagues every time•Fresh starts every t ime•Real added value to companies & individuals•Never a dull moment.. . .

Not so nice stuff:•Project colleagues are often regarded as not –one-of-them•You might feel not at home at your own company either (s ince you work mos tly on the clients site)•Travelling takes a lot/ too much private time•Saying good by often•Finding out again how every one drinks his coffee and remember all the names


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And now: let’s get started!


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Go and make your own mistakes!

Must reads....

Stephen Covey:

“The 7 habits of highly effective people”Because it really helps you to focus on what is important

Prince 2 (or some other project management tool)Because it helps to get and keep track of your project

Charles Foster:

“What do I do now?”Because it helps you to take the right decision


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App 1: Do customers really know what they want?

Real life examples:• “I don’t know what I want.”

• “I want the world in my application.”• “I don’t like heavy documentation. Let’s cut it short.”• "We might already have this in place, but not sure.“• "Feel free to read my mind.“• "I don't agree with them. I want my way.“• "I want the moon." • "My customer wants this. So go talk to him." • "I want SAP..."• "Can YOU think of a few requirements?" • "You can take my word for it." • "Oh by the way, I want this too..."• "We don't have time for Quality" • "This is the way we do things in here".


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App 2: Do customers really want to work with you?

Real life examples:• “Can’t share. That is sensitive information.” • “I think we should go to a cheaper vendor.” • "My competitor has it. That is my business case!"• "Tell me what my competitors are doing about this." • "Let’s scrap that biggie. The Board shot it down." • "Include this, it’s a quick-win for us." • "I want this to work at any cost."• “I don’t have time.” • "I am going to make this difficult for you." • "Let me pass the buck." • "I have nothing to do with this."• "Capgemini? I am not so sure anymore..." • "Blah blah blah..."• Talking on the telephone to a customer. • Customer talks too fast for you to take notes.


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Capgemini is a Global Service Provider. We are known for our knowledge and worldwide reach, and appreciated for the way we work together with our customers

€ 8.7 billion revenue in 2007> 83.000 employees

> 300 offices in 30 countries

16.000+ people in Indian Centres

© 2009 Capgemini – All rights reserved 25consultants in real life

The Dutch Capgemini organization is structured into 3 disciplines which makes us an ideal partner for your business and technology transformation.


Capgemini Consulting the Netherlands delivers two major types of consultancy: Business Transformation Consulting and Management Consulting


© 2008 Capgem

ini - All rights

reserved

| CV

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• picture so the file is ot to big.

CompetencesCompetences

NameName Roosmarie AelmansRoosmarie Aelmans

GradeGrade Managing ConsultantManaging Consultant

NationalityNationality DutchDutch

LanguagesLanguages Dutch, EnglishDutch, English

(mr drs) Roosmarie Aelmans

Roosmarie Aelmans is result driven and pragmatic in thought and act. Her no-nonsense approach is aimed at structural solutions for urgent problems. She likes to do the right things right. She is adaptable and always rises to challenges presented to her. Roosmarie is able to connect to the internal available expert to reach a good result together within the constraints given. These aspects contribute to her effectiveness as change manager. In complex and high pressure situations she gains insight quickly and creates overview and structure. Her ideas are based on quality and long term solutions approaches while starting with quick wins to get the change underway. Her experience and communicative skills enable her to shape and realize changes supported by the principal and the employees involved.

Roosmarie Aelmans is result driven and pragmatic in thought and act. Her no-nonsense approach is aimed at structural solutions for urgent problems. She likes to do the right things right. She is adaptable and always rises to challenges presented to her. Roosmarie is able to connect to the internal available expert to reach a good result together within the constraints given. These aspects contribute to her effectiveness as change manager. In complex and high pressure situations she gains insight quickly and creates overview and structure. Her ideas are based on quality and long term solutions approaches while starting with quick wins to get the change underway. Her experience and communicative skills enable her to shape and realize changes supported by the principal and the employees involved.

EducationEducation

•Master in Dutch law, Erasmus University Rotterdam•MScBA in Business Science Administration, Erasmus University Rotterdam•Collaborative Coaching•Professional Organizing•Various other business trainings on consulting and personal skills, logistics, IT and methods.

•Master in Dutch law, Erasmus University Rotterdam•MScBA in Business Science Administration, Erasmus University Rotterdam•Collaborative Coaching•Professional Organizing•Various other business trainings on consulting and personal skills, logistics, IT and methods.

Professional experienceProfessional experienceRoosmarie has been active in projects since 1989 in profit and non-profit organisations. Mostly the focus was on business processes and improvement or change related.

Financial institutionsRoosmarie worked for most major financial institutions in the Netherlands on very different assignments. These projects included:•(Post) merger projects at NMB Bank/Postbank and ABNAmrobank (NEWbank)• Dealing with loan collection, negociating with debtors as line executive • Projects to set up new or change existing Mid Office departments• Projects between sub divisions of ING Group• Projects to design and implement new Business Processes (Bank Holidays, Internal Direct Debits in Finland, Ireland and Austria)• Setting up and running the Compliance desk (12 FTE) at Hollandsche Bank-Unie

Non-financal institutionsFor Vopak Roosmarie is involved in the preparation and implementation of a customer focused way of working within the Chemical division, supported by a CRM tool.

Non-profit organisationsRoosmarie has experience with public or semi public institutions as well. For the Sectorfonds Zorg & Welzijn she advised institutions on the Europees Sociaal Fonds policy on applying for subsidies.For the IND (Immigration Service) she designed and implemented the training for a new system (2.000+ end users).

Roosmarie has been active in projects since 1989 in profit and non-profit organisations. Mostly the focus was on business processes and improvement or change related.

Financial institutionsRoosmarie worked for most major financial institutions in the Netherlands on very different assignments. These projects included:•(Post) merger projects at NMB Bank/Postbank and ABNAmrobank (NEWbank)• Dealing with loan collection, negociating with debtors as line executive • Projects to set up new or change existing Mid Office departments• Projects between sub divisions of ING Group• Projects to design and implement new Business Processes (Bank Holidays, Internal Direct Debits in Finland, Ireland and Austria)• Setting up and running the Compliance desk (12 FTE) at Hollandsche Bank-Unie

Non-financal institutionsFor Vopak Roosmarie is involved in the preparation and implementation of a customer focused way of working within the Chemical division, supported by a CRM tool.

Non-profit organisationsRoosmarie has experience with public or semi public institutions as well. For the Sectorfonds Zorg & Welzijn she advised institutions on the Europees Sociaal Fonds policy on applying for subsidies.For the IND (Immigration Service) she designed and implemented the training for a new system (2.000+ end users).