04.ap hub meeting 26 april 2013 facilitator liew shin liat
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Facilitator: Liew Shin Liat
ICMCI AP Hub Meeting
25 to 27 April 2013, Bangkok
1
Prologue – ASEAN
2
ASEAN Economic Community (AEC)
The Association of Southeast Asian Nations, or
ASEAN, was established on 8 August 1967 in
Bangkok, Thailand, with the signing of the ASEAN
Declaration (Bangkok Declaration) by the
Founding Fathers of ASEAN, namely Indonesia,
Malaysia, Philippines, Singapore and Thailand.
Brunei Darussalam, Viet Nam, Lao PDR, Myanmar
and Cambodia subsequently joined in, making up
what is today the ten Member States of ASEAN.
3
ASEAN Economic Community (AEC)
The ASEAN Economic Community (AEC) shall be
the goal of regional economic integration by 2015.
AEC envisages the following key characteristics:
a) a single market and production base
b) a highly competitive economic region
c) a region of equitable economic development,
and
d) a region fully integrated into the global
economy.
4
ASEAN Economic Community (AEC)
The AEC areas of cooperation include
human resources development and capacity building;
recognition of professional qualifications;
closer consultation on macroeconomic and financial
policies;
trade financing measures; enhanced infrastructure and
communications connectivity;
development of electronic transactions through e-
ASEAN;
integrating industries across the region to promote
regional sourcing;
and enhancing private sector involvement for the
building of the AEC.
5
ASEAN Economic Community (AEC)
In short, the AEC will transform ASEAN into a
region with free movement of goods, services,
investment, skilled labour, and freer flow of capital.
AEC is likely to offer various opportunities to
consultants and clients.
6
22th Asean Summit -- Brunei 24 & 25 April 2013
Leaders’ retreat to focus on move towards AEC
Economic integration … on track (77% complete)
Code of Conduct (COC) … and sea disputes
7
Plenary Session
Plenary Session -- “Tapping opportunities from ASEAN
Economic Community (AEC)” In this session, we will look at
opportunities arising from ASEAN and its new role, and other
related subjects in the region.
Some points for discussion:
What lessons we can draw from other regional economic
communities (e.g., Europe, Americas, Greater China etc)
What are the challenges (and opportunities) for
consultants? For clients?
Suggest some ideas on tapping into AEC opportunities
8
25 April Morning Session
“Re-inventing and innovating the consulting sector: new
business models”. We will examine the special challenges
arising from creating new business models, and managing
consulting innovation.
Some points for discussion :
What could be a suitable business model framework for
consultants to better create value in Asia Pacific?
How should consultants in Asia Pacific innovate?
How could consultants in Asia Pacific work better in
consulting innovation?
Defining business model
A business model describes the rationale of
how an organization creates, delivers, and
captures value
-- Business Model Generation,
by Alexander Osterwalder & Yves Pigneur
9
10
Business model canvass
Key Partners
(KP)
Key Activities (KA)
Value
Propositions
(VP)
Customer Relations
(CR)
Customer
Segments
(CS)
Channels (CH)
Key Resources (KR)
Cost Structure (C$)
Revenue Stream (R$)
11
Issues raised by The Economist
12
Challenges faced within the consulting industry
13
Idea hunter:
I : Interested
D : Diverse
E : Exercised
A : Agile
Source: /http://www.imd.org/news/Bill-Fischer-co-authors-new-book-The-
Idea-Hunter.cfm
14
The Idea Hunter:
“Breakaway ideas come to those who are in
the habit of looking for such ideas – all
around them, all the time … They understand
that game-changing ideas are already out
there, waiting to be spotted and then shaped
into an innovation.”
-- Bill Fischer, IMD Professor
Source: /http://www.imd.org/news/Bill-Fischer-co-authors-new-book-The-
Idea-Hunter.cfm
Management innovation in the UK consulting industry October 2011 Dr Joe O’Mahoney (Fellow at the Advanced Institute of Management and Lecturer at Cardiff University)
15
LSL Consulting
16
• Innovation is primarily driven by the need to differentiate from the competition’
• Innovations are most commonly initiated through ‘working with clients’
• Most respondents believe innovation has increased in the last five years
• More respondents reported the introduction of new or improved services in their consultancy
Key findings: innovation practices
17
• Most important enablers of innovation: Access to external research, high levels of autonomy and strong upward communication
• Main constraints on innovation: lack of time due to high utilisation rates, and low levels of risk taking by clients.
• Working with clients on innovation
• Procurement hampers the sale of innovative consulting services (both in private and the public sectors)
Key findings: enablers, constraints, working
with clients, and procurement
18
• Think small: not another BPR or TQM .. requiring ideas that are tailored for clients’ local needs.
• Share costs and expertise: universities, research institutes, clients and other consultancies share resources on interesting innovative activity
• Explore new frontiers: ... bringing fresh ideas in and listening to them; recruiting graduates that are not from business schools;seeking out different sources of research and knowledge; organising cross-silo spaces for discussion.
Recommendations -- consultancies
19
• Enable talent: providing consultants with autonomy and the ear of senior management; Innovation involves risk so loosening controls is no bad thing.
• Be proactive: clients and procurers taking risks, having conversations and enabling creativity; though communication, education and persuasion.
• Develop your people: training, conference attendance and professional, accredited staff were important enablers of innovation; ... continuous professional development .. a strategic capacity for consultancies.
– The value of the standards (EN16114)
– The Value of the CMC Certification
Recommendations -- consultancies
20
• Work with consultants: Co-working with consultancies: a closer match of solutions with client needs, more motivated and skilled employees, a potential sharing of intellectual property and association with ground-breaking ideas.
• Take risks: examine and prioritise the areas of client business where new ideas could put client ahead of the competition. Put aside some of client’s budget to work with consultancies on new ideas, if possible using a risk-reward form of payment so that risks are shared with the supplier.
Recommendations -- clients
21
Crowd sourcing consulting
Key Partners
(KP)
Key Activities (KA)
Value
Propositions
(VP)
Customer Relations
(CR)
Customer
Segments
(CS)
Channels (CH)
Key Resources (KR)
Cost Structure (C$)
Revenue Stream (R$)
Multina-
tionals
International
Consultants
Multiple
value / low
cost
Work
breakdown
22
25 April Afternoon Session
“Learning from Consulting Case Studies”. We will discuss
and share examples of consulting projects, to reflect and
distil good practices and get more visible outcomes from 3
case studies:
Some points for discussion:
What are the 3 common features in the consulting case
studies presented? 3 different features?
How would you do differently in these consulting
projects in the context of AEC?
List some good practices you may be able to adopt in
your own consulting & business practices
23
25 April Afternoon Session
“Exploring collaboration among consultants” --
In this session, we will have dialogues to explore
collaboration among consultants, and project opportunities
with clients.
Some points for discussion:
M&A projects
Innovation projects
Executive education
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