岗位职责-Great+AC (2).ppt

Developer:Daphne Li,Reviewer:Susan Lonergan Cartha OHare John Clarke,bc,How to be a Great AC,March 1998,Copyright 1998 Bain&Company,Inc.,2,GreatAC,Getting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeaways,Agenda,3,GreatAC,Getting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeaways,Agenda,4,GreatAC,Bain caseteams address a considerable range of strategic issues.,Strategy consulting,Corporate strategy,Business unit strategy,Performance improvement,How should a company with many businesses achieve its growth objectives?,How should a business unit respond to its competitors?,How many manufacturing plants does a company need?What products should client produce in each plant?,Example:,Types of Strategic Issues,5,GreatAC,Compoutek,Axels-4-Rent,Business problem:,Answer:,First-year AC workstream:,Length of case:,AC travel:,Business unit strategy(PC business unit),Exit the retail PC marketCut costs through complexity reductionImplement process and organization redesign,Phone competitors to gather data about the PC marketAnalyze client data relating to accounts receivable and inventory turnsBuild economic model,Three months,Monthly local visits to client to gather data and attend meetings,Corporate strategy(growth strategy),Target and retain most profitable customers through marketing programs and travel agent commission structuresFocus on corporate accounts that are already penetrated,but are currently underperforming in share targets,Size rental car market based on secondary research and customer surveysSplice and dice client customer database to establish segmentsResearch other companies retention programs(e.g.,airlines frequent flyer),Six months,Weekly trips to NYC for client task force meetings,Example of Caseteam Assignments,6,GreatAC,Caseteam Coordinator,Vice-President,Manager/CTL,Experienced Consultant,New AC,New Consultant,Experienced AC,While you may frequently encounter variations,a typical caseteam structure looks like the following:,Caseteam Structure,7,GreatAC,Your mix of responsibilities will vary from case to case.,The job,Research/data gathering,Analysis,Communication,Team,Market size and dynamicsCompetitorsClient dataCustomers,Database manipulationModels in ExcelRegressionsData into appropriate slide formatArriving at the strategic answer,Blank slidesstorylineproper formatOral communicationinformal team meetings with consultant/mangeroverheads to caseteam,Coordinating workstreams with other ACs/consultantsParticipating in team brainstorming sessions and team meetingsOverseeing production for presentationsCaseteam events,Areas of Responsibility,8,GreatAC,Flawless execution will destine ACs for greatness.They capitalize on the resources available to them,and show a willingness to do whatever it takes to get the job done.,Get the job done,Execute on your workplan,Communicate up,Understand the“Big Picture”,Deliver with zero defects,Develop and update your workplanKeep an 80/20 fallback planExecute-focus on the assigned taskAfter 6-12 months,take a more active role in intellectual leadership of your piece of work,Communicate regularly and frequently with your manageruse Answer-First and 80/20tag“red flags”seek help prioritizingleverage manager to add additional 10%insight,Always“know the why”in the context of the“Big Picture”,Perform zero defect analysisdocument everythingproof,proof,proofreality check,Key Success Factors,9,GreatAC,Always“know the why”in the context of the“Big Picture”.,Why are you doing this work?what is the Big Picture?where is the value?what is the client expecting?What does your analysis mean and why is it important to the client?What are likely questions to be asked of you?by your teamby your client(s)What sensitivity analyses illustrate responses to potential questions or clarify issues for you?what about client sensitivity analyses?What reality checks can you do to demonstrate knowledge of the why?use of 80/20benchmarksfocus of your quality checks,“Know the Why”,10,GreatAC,A recent experience at SAC training illustrates the importance of“knowing the why”in the context of the“Big Picture”.,Develop presentation on business unit strategy,Assignment:,The client can be profitable and should milk its business,Hypothesis:,Market is growingClient has low cost positionCompetitors not a threatnext largest player higher cost,Assertions:,“We can do a BDP to figure out where our client can lower costs”“Costs are relatively similar”,SACs reaction:,Data:,What did they miss?,RCP,Question:,Big Picture-“Know the Why”:Example(1 of 2),11,GreatAC,More on“knowing the why”-what the ACs missed.,“We can do a BDP to figure out where our client can lower costs”“Costs are relatively similar”,SACs reaction:,Competitor is lowest costCompetitor can lower price to gain share“Milk”is not a feasible strategy,What they missed:,Evaluate the competitive threat,not design“milking”strategy,Next step:,Data:,This team got caught up in the details of the analysisNeed to step back and look at“Big Picture”,Lesson learned:,RCP,Big Picture-“Know the Why”:Example(2 of 2),12,GreatAC,After you have performed your analysis,stepping back is essential to getting the Big Picture in focus.,Double check your outputAre these results surprising?Why?Does this all make sense?Put the results on a slide or slidesIs there a so what from the slide?What are the implications?What could client responses be?concerns/threatsconfusionIs there a better way to present the data?audiencebetter representation of key point(s)What does this mean for the client?How does this fit in with Bains work?What is the best way to articulate the key takeaways of the slide:what is your manager expecting?how does this analysis fit into the larger case question(s)?,Presenting your data well can be more difficult than performing analysis,Stepping Back,13,GreatAC,Getting the job doneManaging upThe perfect client meetingDeveloping personal styleBuilding a rewarding careerKey takeaways,Agenda,14,GreatAC,Hi,Manager,What do youwant to talkabout today?,Im sorry but Icant give you that info for your update todaytheclient hasnt given me the data.,I had to stay upall night becausemy manager keptadding to my listof things to do!,I think the answeris$650M,but cant rememberbut dont worry,I have it atmy desk!,I dont know how Im going to do this market map.None of these companies are public.,Whats Wrong With This Picture?(1 of 6),15,GreatAC,Problem:,BDP:,No agenda,Come with objectives and agenda,Hi,Manager,What do youwant to talkabout today?,Im sorry but Icant give you that info for your update todaytheclient hasnt given me the data.,I had to stay upall night becausemy manager keptadding to my listof things to do!,I think the answeris$650M,but cant rememberbut dont worry,I have it atmy desk!,I dont know how Im going to do this market map.None of these companies are public.,Whats Wrong With This Picture?(2 of 6),16,GreatAC,Problem:,BDP:,Did not inform manager of roadblocks,Provide your manager with frequent updates,Hi,Manager,What do youwant to talkabout today?,Im sorry but I cant give you that info for your update today the client hasnt given me the data.,I had to stay upall night becausemy manager keptadding to my listof things to do!,I think the answeris$650M,but cant rememberbut dont worry,I have it atmy desk!,I dont know how Im going to do this market map.None of these companies are public.,Whats Wrong With This Picture?(3 of 6),17,GreatAC,Problem:,BDP:,Did not ask for prioritization,Ask manager to reprioritize whenever new work is added to the workplanLet manager know if work is taking longer than anticipated,Hi,Manager,What do youwant to talkabout today?,Im sorry but I cant give you that info for your update today the client hasnt given me the data.,I had to stay upall night becausemy manager keptadding to my listof things to do!,