I am often asked by new consultants to describe some of the tangible instruments (as separate from methodologies like Five Forces, SWOT, 3-4Cs/STP/4Ps, Growth Share Matrix, etc.) that folks should become familiar with as core to practicing management consulting. Based on my personal experience in professional services, traditional consulting, independent, and vendor consulting environments, here’s a list of must-haves for regular consultants:
- engagement kickoff deck "heavy" (with full governance structure) and/or kickoff deck "light" (with core team structure) for starting up projects
- full financial model (complete financial statements) and/or project-level financial analysis (mostly project NPV and revenue/cost modeling)
- engagement methodology/workbooks and/or project summary charts
- workshop decks
- minutes templates
- business plan, marketing plan, technology strategy, operations strategy, etc. templates
- case studies
- interim management review decks
- final executive presentation decks (example here)
- consulting interview guides
- consulting-style CVs
- contracts
- sell, pitch, or discussion decks and proposals
Somewhat annecdotally, I have observed that many folks that get into consulting and come from strictly corporate environments (without consulting experience) find it initially unnatural to tie all of these elements together over and over again. They also seem less familiar with the concept #8 relative to other items in the list. In any case, I see the list above as consulting bread and butter.
can you provide the document examples of these decks?
I do business process management consulting, unplugged (I have a blog on the subject at BPM Unplugged). Over the years, I have developed my own “framework” for delivering my consulting services. But, instead of a heavy handed methodology, it’s more of a toolbox of “things” I use depending upon my client’s needs.
As an IC, the key to a method of any sort is to create one that (1) shows your knowledge and discipline in your consulting area, (2) shows you creativity and how you set yourself apart from your competition and (3) your flexibility.
Of the three above, flexibility is probably the most important. As IC’s we don’t huge teams, Centers of Excellence and other toos that bigger consulting firms have. But, as IC’s, a huge competitive advantage is our nimble and flexible approach to our clients’ needs. Don’t underestimate this.
Having a method and process is certainly a good way to show you’re the right consultant. But, tailor your method and process to your customer’s needs.
David Novick