ELI 816_Week5_Discussion 5: Getting Buy-in

Discussion 5: Getting Buy-inDiscussion 5: Getting Buy-inHow can consultants help leaders get buy-in in difficult environments?Your post must be at least 300 words, formatted and cited in proper APA style with support from at least 2 academic sources..Module 5 OverviewTopics• Change Management• Cultural Change• Crisis ManagementLearning OutcomesBy the end of this week, students will be able to:o Evaluate the process of developing, establishing, and marketing consulting services; the functions of consulting; and consulting practices and techniques.o Examine key factors and concepts related to consulting engagements, and assess and integrate the interrelationships.o Evaluate and present assessment of issues and organizational challenges from the perspective of a consultant.o Assess and align individual strengths, weaknesses, knowledge, skills, aptitude, and goals with consulting opportunities and the processes and interventions involved in the consulting domain.Read & Review• Weiss (2011): Chapter 12• Week 5 PowerPoint• Week 5 Lecture NotesModule 5 Lecture NotesManaging Your Services• Key Findingso Business climate growth: Consulting firms in North America and Europe are bullish for the future revenue is up 41%.o Focus on the customer: Firms need to gain deeper visibility and the capacity to manage the lifecycle of the customer, project, and employee.o Customer lifetime value is seen as the most important KPI by 41% of firms managing technology.o Consulting firms are moving from a build-your-own approach to state-of-the-art cloud solutions 73% of firms are moving to the cloud.• How to Prepare for Growtho Act now.o Use detailed analytics.o Leverage skills and match client and prospect needs.o Understand metrics / business drivers and capitalize on them.o To maximize profits, the consulting business model requires constant diligence through proactive management of a long list of key metrics including: Utilization Project profitability Realizationo Build a metrics-driven business.o Give management access to real-time information, and support the ongoing decision process.• Key Business Driverso Operations (project and employee lifecycle)o Business visibility – Making better business decisionso Finding new opportunities (new clients and new service offerings)o Focusing on the customer lifecycle• Lifecycle Approacho The three lifecycle processes of customers, projects, and employees are the core of a successful consulting business.o Each must be managed with trusted operating metrics as well as a workflow that fits across the complete lifecycles.o Prospect to customer (and ongoing client), project proposal to completion, and employee hire to retireo Firms need to gain deeper visibility and the capability to manage each lifecycle for firm success.• Increase Visibilityo Make better business decisions – Modernizing IT systems can provide business visibility into the key operating metrics tied to the customer-project-employee lifecycle.o Get IT systems that “fit” your business – There are deeply verticalized/specialized systems available “off the shelf” that are more effective and efficient than building your own systems.o Simply put, they “fit” your business better, they are maintained and updated by an expert, and they free up your resources to focus on critical business activities.• Find New Growth Opportunitieso Find and grow the “right” business. – Build new offerings and find new opportunities needs.o Establish a process that leverages operating and market data to support building the “right” services.o Eliminate unprofitable offerings, and grow the business by expanding into existing clients and into adjacent offerings’ clients.o Firms need a highly evolved new service introduction process with underlying IT systems to take advantage of growth opportunities.o Get a complete and integrated lifecycle view of your business so you can make “better” business decisions.o Gain deeper visibility and the capability to manage the lifecycle of the project.o Maximize the value of clients through systems that provide a lifecycle view of the client and key client metrics.• Are In-House Systems Ineffective?o Across the board, many firms continue to develop and manage IT systems, even though the financial and business advantage of buying systems is an accepted approach and has many advantages.o This trend was first observed in a previous global survey of consulting firms 2 years ago and continues to be commonplace.o In-house developed systems are often ineffective, difficult to manage and upgrade, and in general, not built using current technology.o Developing and maintaining your own IT systems takes business resources away from business-critical activities.• Best Consulting Firms Use Industry-Specific Systemso A surprising number of firms (potentially over 80%) do not have industry-specialized financial and project systems in place.o This is despite the demonstrated advantage that they can deliver over generic financial management and customer management systems.o Despite the critical nature of resources in a consulting business, most firms do not have HCM and talent-management systems.o Firms do not have the systems to manage the customer-project-employee lifecycle.• Cloud Is the Futureo 73% of consulting firms are moving to the cloud.o The cloud provides many firms an obvious route to app modernization that helps firms move scarce resources into business-critical areas while solving business visibility challenges with new, modern IT systems.o This also helps to address firms’ priorities by providing ways to more effectively manage the customer, project, and employee lifecycles.• Network and Client Server Architectureo Networko Client-server architecture• The Future for HR Professionalso The future for careers in HR seems brighter than ever.o Firms need to seek balance between attracting, motivating, and retaining the very best talent and keeping costs as low as possible.o Finding such a balance requires HR leaders who have a deep knowledge of the business combined with knowledge of HR issues, tools, processes, and technology.

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