ICS Management Consulting Training

Management Consulting Skills Training High end management trainings for present and future leaders 2010-2011 Program

© ICS 2010

High end management training for present and future leaders >

Based on years of experience with leading consultancies (accenture, Arthur D. Little), the founders of ICS have developed a training program covering all key management consulting competencies.

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While this type of training is commonly taught at leading consultancies universities, and does correspond to a need within many corporations, it is quite hard to find. All our trainings can be considered as “niche” products, either because addressing a very specific topic, or because delivered in a particularly compact format.

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These trainings are designed not only for Internal Consultants, but in a more general sense for present and future leaders i.e., General Managers, Business Units Managers, Program Managers, Internal Auditors, Strategy Managers.

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All our trainings are combined with individual coaching to help participants directly apply c oncepts and tools on a real life case of their choice, and to maximize the return on time & money investment. The format by default is intra-company, but can upon request of clients, be intercompany.

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Feel free to contact us for more information.

© ICS 2010

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The Project Manager toolbox:

Strategic Intake

Problem Solving

• Porter’sValueChain&6Forcesanalysis. • SCQAapproach.

• Porter’sGenericStrategiesanalysis.

• SystemsThinkinganalysis.

• SWOTanalysis.

• PyramidThinkingapproach.

• Compe@torsanalysis. • VoiceoftheCustomeranalysis.

Project Manager  Toolbox

• Resistanceassessmentformula.

• ProjectCharter

• ChangeManagementRoadmap.

• ProjectRoadmap.

• VL&Pseminar.

• ProjectRiskDashboard.

Change Management

© ICS 2010

Project Management

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Overview of ICS trainings Strategy Definition

Business Strategy P.5

Fundamental consulting competencies

Structured Problem Solving P.6

Strategic analysis tools &  models: Porter Value Chain, BCG matrix, SWOT analysis, scenario planning,…

Project Management

Effective business issues resolution technique, based on structured approach.

Change Management

Effective presentation and Pyramid Thinking communication techniques, based on Barbara Minto’s  “Pyramid Principle”. P.7

Management Best Sellers

Advanced consulting competencies

P.11

P.12

Facilitation P.13

Essential project management concepts and tools: GANTT chart, project management roadmap, … Techniques to diagnose and overcome resistance to change: Gleicher’s change formula, Kotter’s 8 phases, …

Techniques to effectively manage meetings and facilitate project teams.

Managerial best practices based on best sellers: “Good to Great” by Jim Collins, P.8  “Winning” by Jack Welsh, …

Innovation P.9

Customer Focus P.10 © ICS 2010

Strategy Execution

Approach to strategically plan technological innovation, and develop innovative capabilities.

Best practices in focusing on customers’ needs, based on case studies: IBM, Singapore Airlines, Cirque du Soleil, …

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Strategy Definition – Fundamental competencies:

Business Strategy Objectives

Porter’s Value chain

The Strategy training will take participants through a unique overview of the most important Strategy concepts & tools. This 4 days class is based on a mix of theoretic presentations, group discussions and activities during class. Participants directly apply the concepts on an actual case, supported by an individual coaching session. As a result, participants can expect, not only to become familiar with key strategic concepts, but also to know how to apply strategic tools and frameworks in reality. A ‘must have’ for Strategy departments, Internal Consultants, and Business Unit Managers.

Client customized 

Key concepts, tools and techniques • Historical perspective: - From industrial analysis to strategy consciousness - SWOT model - BCG matrix - Porter’s value chain and five forces - Technological bonsai - Intent strategy paradigm - Resources management strategy

• Business strategy fundamentals: - Corporate goals - Strategy context, content & process (thinking, formulating, changing). - Paradoxes & perspectives © ICS 2010

• Processes, methods and tools: - Porter’s models - Diamond model - Balanced scorecard - Technology strategy

• Scenario planning & Systems Thinking: - Scenario planning - The Fifth Discipline - Systems Thinking

• Advanced tools: - Blue Ocean strategy - Ansoff’s product/market grid

• Advanced tools (Cont’d): - MABA analysis - Value Tree - Kay’s distinctive capabilities - Competing values of organizational effectiveness - Economic Value Added - Balanced Scorecard

• Conclusions - future view for strategy - Difficulty to figure out the future - PESTEL model

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Strategy Definition – Fundamental competencies:

Structured Problem Solving Objectives

Problem Solving Methodology

Structured Problem Solving is certainly the most essential consulting competency. Through this training, participants can expect to become more efficient in their problem solving activities, to increase the impact of their written and oral presentations. This 2,5 days class is based on a mix of theoretic presentations, group discussions and activities during class. Participants directly apply the concepts on an actual case, supported by an individual coaching session. A ‘must have’ for Internal Consultants, Program Managers, and Business Unit Managers.

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2 Problem Definition

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3 Problem Diagnosis

5 Data Gathering

Results Interpretation

Hypotheses Development

6 Results Presentation

Key concepts, tools and techniques • 6 steps methodology. • Define any problem using the situation / complication, and “gap between current & desired state” frameworks. • Diagnose a problem using an “issue tree”, and an analysis frameworks, e.g. “5 Ws”, P&L, Porter’s 5 Forces, Value Chain, Process-People-TechnologyStrategy, “7 S”. • Solve the problem in the first meeting using brainstorming techniques and “quick & dirty tests”.

• Interpret gathered data using the recommendationfindings-facts structure framework, and checking the feasibility of recommendations. • Effectively present results using a “structured logic diagram”, clear key messages, a solid storyline, effective visuals. Adapt to the audience and “prewire” sensitive messages. • Advanced tools: Fishbone diagrams (Ishikawa), Mindmaps, Systems Thinking, Ladder of Inference, Bono hats, Goldratt's theory of constraints, Gestalt theory, scenario planning, structureless problems.

• Organize data gathering using a data matrix, a data gathering workplan, and the 80/20 rule. © ICS 2010

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Strategy Definition – Fundamental competencies:

Pyramid Thinking Objectives

The Pyramid Principle

Albert Einstein used to say “You do not really understand  something unless you can explain it to your grandmother.”  This training has for objective to develop participants structured writing skills, and to boost their impact in written and oral communication. It is based on  “Pyramid Thinking” by Barbara Minto, which has become a standard text used by all major consulting firms. This 1,5 day class is usually combined with “Structured Problem Solving”, and also uses a mix of theoretic presentations, group activities, case work and individual coaching.

Key concepts, tools and techniques

MECE Structure

• The Pyramid principle and its advantages. • Building a “Mutually Exclusive Collectively Exhaustive” structure of communication (“MECE”). • Top-down vs bottom-up communication. • Inductive vs deductive communication.

© ICS 2010

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Strategy Definition – Advanced competencies:

Management Best Sellers Objectives

Example – Good to Great by J. Collins

Management best sellers often serve as an eye opener and as a source of great ideas for managers. Our leadership discussions precisely serve that purpose. In a session of 2 to 6 hours, we summarize the key concepts of management best sellers and facilitate a discussion. Not only will participants learn about some of the latest and most important management ideas, but they will also reflect on their applicability to their own company. Leadership discussions are the ideal platform for brainstormings and exchanges among colleagues. Leadership discussions are typically conducted with Executive teams, and groups of High Potentials.

Selected titles

© ICS 2010

Online survey

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Strategy Definition – Advanced competencies:

Strategic Innovation & Technology Management Objectives

Innovation Funnel

This training offers a unique combination of Business Strategy and Innovation disciplines. Starting from fundamental concepts, the course takes participants through practical implementation aspects, in search of higher returns on innovation & technology. Participants get the opportunity to apply concepts on a practical case, with the support of individual coaching sessions. This 4 days class will benefit to senior employees in technology, operational and marketing functions.

Key concepts, tools and techniques

Corporate entrepreneurship implementation

• Business strategy fundamentals: - Corporate goals - Strategy context, content & process

• Innovation & technology fundamentals: - Research vs. innovation vs. technology. - Radical vs. incremental innovation. - Lifecycles & S-curves.

• How to integrate technology into strategy definition: - Technology into strategy frameworks: Porter’s value chain, BCG matrix, product/market matrix.

• How to design and implement a technology strategy. • How to develop innovative capabilities. © ICS 2010

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Strategy Definition – Advanced competencies:

Customer Focus Objectives

Customer focus cases

Customer focus stands on the first page of all marketing text books, but is often lost of sight and extremely complex to put in practice. This training aims at raising awareness about the importance of customer focus, and at defining concrete actions to improve customer loyalty. The one day training session, is largely based on cases illustrating the best practices in the area of customer focus. Participants will reflect on the application of best practices within the context of their own company. The training is followed by individual coaching sessions.

Content

Customer Loyalty model

• Four practical cases illustrating best practices and pitfalls: - IBM: service orientation, vigilance in times of success. - De Post / La Poste: challenge of liberalization. - Singapore Airlines: fanatical customer focus, total customer experience. - Cirque du Soleil: creativity in customer focus, defining a « Blue Ocean » strategy.

• Benchmark of 20 best practices in Customer Loyalty management, self-evaluation & concrete actions, e.g.: - 1. Statistical reliability, 2. Benchmarking, …, 8. Experience & perception management, …, 13. Marathon vs. sprint, …, 20. Breach in battle front.

© ICS 2010

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Strategy Execution – Fundamental competencies:

Project Management Objectives

Project Management framework

In some cases, people with limited project management experience need to take important responsibilities within a short time frame. What they need is a project manager toolbox with the essential project management concepts and tools. This course aims at equipping them with a concrete set of project guidelines, do’s & don'ts, and readyto-use templates. The intensive class reveals the various tools based on a concrete case. It is followed by an individual on-the-field coaching session.

Project Manager “survival kit”

Templates (GANTT chart)

• Project Charter: objectives, scope, business case. • Budget & resources plan. • Roadmap: 5 PMBOK phases (Initiate Plan Control Execute Close), GANTT chart, critical path.

• Risks map: assessment, mitigation, contingency. • Monitoring tools (MS Project), processes (PMO). • Communication & stakeholders management. • Procurement tools: make or buy decisions, RFPs. • Checklists: top 10 reasons why project fail & how to avoid them; your first 10 days / 100 days as a PM.

• One step further: PMBOK, Prince 2. © ICS 2010

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Strategy Execution – Fundamental competencies:

Change Management Objectives

Kotter’s 8 phases of change

Change is a fundamental dimension of every project, be it the implementation of a new strategy, organization, process or IT system. This course will help participants to identify and formalize sources of resistance to change. it will provide them with a practical approach and set of tools to overcome resistances to change, and thereby become more successful managers. This training is a short and to-the-point one or two days session, with a mix of theory, group discussions and case work. Participants directly apply the concepts on an actual case, supported by an individual coaching session.

Key concepts, tools and techniques

Change Iceberg

• Top 10 reasons why projects fail. • Diagnosing change readiness: Seven Forces model, the Change Iceberg, Gleicher’s change formula. • Overcoming resistances to change: Kotter’s 8 phases of  change & 6 approaches, Unfreeze-Change-Refreeze, Change Quadrants, Systems Thinking, Ladder of  Inference. • Applying Change Management in specific contexts: Porter’s five forces & value chain, Hammer & Champy Business Process Reengineering, Turnarounds.

© ICS 2010

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Strategy Execution – Fundamental competencies:

Facilitation Objectives

Facilitation Spectrum

Just like conducting an orchestra, facilitation requires an extreme amount of empathy and leadership skills. Still, there are many ways to facilitate a group, depending on the objective, the audience and the context. After this 1,5 day training participants will become more efficient facilitators, i.e. know the different facilitation techniques and when to apply them. Beyond the theory, the class includes discussions about participants’ own experiences as facilitators, and practical exercises. This training is targeted towards Project Managers and General Managers who need to facilitate meetings on a regular basis. Source: ADL

Key concepts, tools and techniques

Four phases of team building

• Groups dynamics - Form / Storm / Norm / Perform model - Mental models

Performance

Performing

• Meeting key success factors - Purpose / Limits / Agenda / Next / Critic

Forming

• Facilitation opening: - Participants introduction / Agenda / - Roles / Ground rules

• Facilitator’s role spectrum:

Norming Storming

- Tell / Propose / Moderate / Stimule / Empower

• Facilitation closing: - Next steps / Positive note / Meeting evaluation © ICS 2010

Time

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Testimonials >

[This strategy course] should be followed by all senior management and developers. (Participant energy company)

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Many thanks for this “high fly” intellectual overview combined with application into practice.  A real BOOSTER to help us elaborate our future vision. (Participant pharma company)

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The training gave me many ideas to approach the strategic problems differently. (Participant bank insurance company)

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Congratulations and thank you for this enriching training. (Participant railway company).

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Thank you! You are really a very good teacher, especially with our communicative and  critical group. I hope we can convince [our Director] for more. (Participant bank)

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Thank you very much for this, and for the excellent moderation of the event itself. You made it become a very interesting moment. (Manager, telco company)

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Excellent feedback from the team on the content and the setting of the seminar. Good structure, good analysis and good management of the output. Thank you again. ( Managing Director, pharma company)

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Fascinating – fascinating – fascinating. ( Participant pharma company)

© ICS 2010

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ICS: Empower managers through consulting skills Mission “We help companies to successfully realize business transformations, by empowering internal teams to use state-of-the-art management k nowledge, tools and methods to deliver practical results.”

Clients

Services

• Internal consultants

• Training

• Confirmed Managers

• Coaching

• High Potentials

• Consulting • Best Practices communities

References

Core Team

• AXA

• ING

• Vincent Lion, Partner

• Belgacom

• Innovex

• Raphaël Prezerowitz, Partner

• BNP Paribas Fortis

• La Poste

• Dexia

• Merck (MSD)

• GDF Suez

• Siemens

• Infobel

• Tenneco

• Olivier Colot, Consultant • Amandine Rimbert, Consultant

• Infrabel © ICS 2010

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CV of consultants – Raphaël Prezerowitz >

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© ICS 2010

Professional, experience: –

Internal Consulting Services (2008-), Co-founder and Managing Director.

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Altimis Consulting (2002-), Founder and Managing Director.

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Adcore Strategy (2000-2002), Senior Manager.

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Arthur D. Little (1998-2000), Manager. AT&T Solutions (1997-1998), Manager.

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accenture (1990-1995), Senior Consultant.

Academic background: –

MBA Columbia Business School (Columbia University, New York NY, 1997).

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Association Belge des Banques professional training.

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Commercial Engineer Solvay (ULB 1990).

Main client references: – –

Fortis, MasterCard, Euronext. Electrabel, Elia.

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Siemens, Schneider Electric, RJR. La Poste, Hesse-Noord Natie, ABX.

Main areas of expertise and interest: –

Business Strategy

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Customer Satisfaction / Customer Loyalty. Change Management / Project Management. 16

CV of consultants – Vincent Lion >

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© ICS 2010

Professional, experience: –

GDF Suez Economic Studies (2008 – now)

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Internal Consulting Services (2008 – now), Co-founder and Managing Director.

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Electrabel Strategy Coordination (2005- 2008)

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GITP Management Consulting (2003-2005) Xplanation International (2000-2001)

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VLC – Management & IT Advisors (1999-now) Arthur D. Little (1999-2000)

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Belgacom (1994-1999)

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Largotim (1993-1994)

Academic background: –

Lecturer at Solvay Business School : 1999-

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Lecturer at United Business Institutes :1998BEST 1: Belcagom Executives Strategic Track

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(Directors & Successors Executive MBA 1997) Master in Management (SBS 1996)

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Master in Engineering (ULB 1993)

Personal interests: – –

Strategy Innovation and Technology

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Leadership development 17

Internal Consulting Services sprl 202 Avenue Coghen, 1180 Brussels T: +32 (0)2 347 68 18 [email protected] www.internalconsulting.be

Vincent Lion, Partner

Raphaël Prezerowitz, Partner

T: +32 (0)2 347 68 18

M: +32 (0)478 48 97 00

E: [email protected]

E: [email protected]

© ICS 2010

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