1ST EDITION 2011

The Global CMC

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CMCs Management Consultants Business Students

Contents123456 Are you an archetypal consultant?

Driving CMC Value Through the New Media & Global CMC Community

An executive guide to employing consultants

We improving management consultancy in Sweden

Editors note

Features

Affiliates

Affiliates

PublisherEditorial Production: Mikael JensenDesign: Sitarah Dahya, Felicia Jensen

Business Development: Mikael Jensen, Sitarah Dahya, Felicia Jensen

Website: www.globalcmc.comE-mail: office@globalcmc.com

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Editor’s SpecialImproving Management Consultancy in SwedenIt is a market need to clarify the definition of ManagementConsultant and who demands them.Mikael Jensen

An Executive Guide to Employing ConsultantsIncompetent and unprofessional consultants would not stand a chance if executives and managers had the skills to identify and avoid them in advance.Richard E Zackrisson

Driving CMC Value through the New Media & Global CMC CommunityGlobalcmc.com can potentially be a powerful platform in connecting CMCs to eachother and selected communities.Liew Shin Liat

Are you an archetypal consultant?Some interesting terms and phrases used frequently by consultants during their conversation with clients and with each other have been compiled to a checklist given below. Read and see if you use some or most of these phrases as well?The Global CMC Team

As CMCs we are always expected to offer customized solutions tailored to client needs, consistent with his organizational culture. To attain and retain this status and reputation we need the right clients, proliferating access to client segments and a well replenished knoweldge resource.

Keeping these professional and industry needs in perspective we have developed Global CMC, an accredited website of ICMCI where we cater our members, the consultants and clients by offering them customized packages where they can get their right matches, build successful networks, gain knowledge and get access to a global platform of great opportunities. To create future management leaders and professionals Global CMC is open to the student community worldwide as well.

We look forward to your membership at global CMC to drive your business and add value to the profession of management consulting.

Editors note

Features

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It is a market need to clarify the definition of Management Consultant and who demands them. There are alot of people in the market operating more as qualified salesmen for business systems or pure specialist but proclaim themselves as Management Consultants. We as a national institute for Management Consultants need to define what the profession actually present both to the industry and to the market. As a certifying body of Management Consultants in Sweden we promote excellence and ethics in management consulting through certification, education, and professional resources.

Who demands Management Consultants?Managers with temporary needs and demands for CMCs.Management and key individuals are those who have an overall responsibility of the management system in the organization with the aim to define and accomplish desired goals and standards.A CMC operates on several functions and therefore they have to understand the level of consistency of their advice and support that will impact on other functions.

Management ActivitiesTo practice as a Certified Management Consultant a CMC has at least to calibrate with three of the managers core competence areas to guarantee reliability and credibility in management practice.

To do so, a CMC must have a quality and great performance judged by his/her customers. This requires listening to your customers and anticipating changes. Customer-driven excellence demands awareness of skills

development and a flexible response to customer and market changes.

The Management Consultancy Competence Framework is the culmination of research and wide consultation throughout the profession. It builds on the competencies required to gain the international Certified Management Consultant (CMC) Award to capture leading practice and define the standards required by the profession.

Given below is the criteria that contribute to excellence in performance• To help improve management consultant

performance practices, capabilities and results

• To facilitate communication and develop an improvement plan

• To serve as a tool for understanding and managing performance

What you can measure is what you can control and we think it is an important tool for development. Every area has its own importance leading to the outcome and reflection of standard performance. It helps to focus on the right task in Continues Development Plan CDP.

Conclusion is that CMCs on a global base needs a pronounced differentiation so the profession and its competence is clearly defined to the market.

Mikael Jensen, CMC, Sweden

We improving management consultancy in Sweden

Management Consult

”Manager for

hire”

Employees

Functionspecialiced

consult

Single function Several functions

TemporaryManagementCompetence

PermanentManagementCompetence

The definition of a CMC should be clarified to define what the profession present both to the industry and to the market

Managers with temporary needs demands for CMCs

CMCs have to understand the level of impact their services can have on related management areas

To practice as a Certified Management Consultant a CMC has at least to calibrate with three of the managers core competence areas to guarantee reliability and credibility in management practice

A CMC must have a quality and great performance judged by his/her customers.

The management consultancy competency framework builds on the compentencies required to gain CMC Award.

In conclusion CMCs on a global base needs a pronounced differentiation so the profession and its competence is clearly defined to the market.

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Enviroment,business- and

Market analysis

Setting Objectives,

strategy and policy

Organizationand cultur

Accounting,finance and

administration

Human Resource

Production

Marketing

Communication

Informations technology and system

Project Management

Business CompetenceClient Business Insight

Functional Specialization

Ethics and Professionalism

Personal Interaction

Consulting Business Insight

Consulting Skills

Analytical Skills

Personal Development

Technical Competence

Values and Behaviour Competence

Reflection / Feedback

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Some 85% of consulting efforts are said to fail to produce the intended, and promised, results. While incompetent, unprofessional consultants are a significant cause of this, they would not stand a chance if executives and managers had the skills to identify and avoid them in advance. As long as senior managers allow change efforts to be designed, implemented or managed by people who lack the competence, experience or commitment necessary to ensure success, this situation will continue.

In order to avoid such situation these checklists can be referred to before you hire a consultant.Identifying the kind of help you need 1. Do you really need a consultant?Are you prepared to identify problems should they arise?Do you have a problem now?Should something be done about the problem?Do you have internal resources to solve the problem?Should your internal resources be utilized?2. What type of consultant do you need?Do you need Helping Hands?Do you need a Training Consultant?Do you need an Expert Consultant or a Process Consultant?

Building consultant selection criteria1. Identify professional consultant behaviorTreat the organization as the clientFocus on the root cause of problemsFocus on long- term effectsDevelop and utilize internal resourcesProvide help to self- helpFocus on practical reality2. Identify ethical consultant behaviorMaintain confidentialityPresenting realistic expectationsAvoiding conflicting assignments

Not recruiting3. Identify consultant competenceTechnical competenceConsulting competenceInterpersonal competencePersonal characteristicsChoosing the best consultant for the job1. PreparationPreparing for selection interviewsDetermining what to tell your consultantJudging the candidate against your selection criteriaJudging the candidate’s responsesEvaluation of post-interview summariesEvaluating the objective contents of proposalsEvaluating the subjective content of proposalsEvaluating consulting contracts2. Before you sign the contractSupport consultant to gather data necessary to design, implement and evaluate the projectAssess the acceptability of the project to other stakeholdersSuccess factors of the project have been considered and are readily availableContingency plans have been prepared to eliminate or reduce risk factorsEvaluation and acceptance of indirect effects that full or partial project failure may haveConsidering legal regulationsAvailability of sufficient resourcesScheduling the project in a way that it doesn’t affect other scheduled plans

Short- run costs are acceptableLong –run benefits objectively projected to exceed the long- term investmentEveryone with primary responsibility for this project has/had input to the final contract.

Managing the consultant project1. Ongoing consultant evaluationLevel of resultsKeeping the effort on trackEvaluating the likelihood that your change effort will succeed.

Richard E Zackrisson

An executive guide to employing consultants

Some 85% of consulting efforts are said to fail to produce the intended, and promised, results. While incompetent, unprofessional consultants are a significant cause of this, they would not stand a chance if executives and managers had the skills to identify and avoid them in advance.

In order to avoid such unfavorable situations check the following criteria before you hire a consultant

1. The kind of help you need2. Consultant selection criteria3. The best consultant for the job

Managing the consultant project

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From the Presidential election campaign of Barrack Obama in 2008 to the recent General Election 2011 in Singapore, from the self-promoting artists on Youtube to the big celebrities or ordinary folks on Facebook pages, the use New Media tools have fast becoming a powerful new approach to bring across messages to the target audience, much more effective than the traditional means such as emails, phone calls, newspapers etc.

ICMCI celebrates the International Management Consultants’ Day in June each year. My message is that the Globalcmc.com can potentially be a powerful platform in connecting CMCs to each other and selected communities.

There are a least 3 things CMCs worldwide should be aware of: Global CMC Community is one of the Breakthrough Strategy Projects – the objective is to create an active global community with diversity across geographic, cultural and industrial boundaries could motivate CMCs and related stakeholders to reach their full potential. Among other things, this project aims to exploit currently-available instruments and social media tools (such as Linkedin, Facebook, etc) Rising of the “Generation C” – a term coiled to refer to very frequent users of Internet who are “connected, communicating, content-centric, computerized, community-oriented, always clicking or browsing”. Enabled by Internet, mobile devices, and social networking, we can find more and more younger (and even not so young) CMCs and consultants are similar to “Generation C”

Technology driving social interaction - social collaboration technologies, online groups, blogs, and other electronic messaging systems etc enhance networks of personal relationships. The use of Webex in the ICMCI Ex-Com monthly conference has enabled closer working relationship among the Ex-Com members (without physical face-to-face) meeting. At the same time, the enhanced personal relationships in turn make the face-to-face meetings such as the biennial congress and meeting much more effective. It will be a waste not to extend such learning and outcome to the global CMC community.

In the months ahead, the Global CMC Community project team will work out programmes which will enable CMCs to be better connected. If you have any suggestions please contact the project lead Liew Shin Liat at slliew@singnet.com.sg

Liew Shin LiatVice Chairman of ICMCISingapore

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Driving CMC Value Through the New Media & Global CMC Community

New Media tools have fast becoming a powerful new approach to bring across messages to the target audience

Global CMC Community is one of the Breakthrough Strategy Projects –Global CMC aims to exploit currently-available instruments and social media tools (such as Linkedin, Facebook, etc)

Rising of Generation C- CMCs and consultants are similar to “Generation C”

Technology driving social interaction -- social collaboration technologies, online groups, blogs, and other electronic messaging systems etc enhance networks of personal relationships.

The Global CMC Community project team will work out programmes which will enable CMCs to be better connected.

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Some interesting terms and phrases used frequently by consultants during their conversation with clients and with each other have been compiled to a checklist given below. Read and see if you use some or most of these phrases as well.

Boil the ocean: To embark on an apparently impossible or fruitless task or when the effort expended to achieve is not worth the potential payoff.Development opportunity: A shortcoming that should be rectified usually by the subsequent suggestion.Directionally correct: You have a long way to go in getting the right answer.View from 30,000 feet: Often used to suggest that a particular situation needs a preliminary or cursory look.At the end of the day: A phrase used to attempt summarization and perhaps close off certain avenues of discussion.Bandwidth: Generally used to indicate that the speaker cannot or would not prefer to do additional work.Buttoned –up: This phrase is used to indicate that a particular piece of work or analysis is comprehensive, accurate and capable of withstanding close scrutiny.Buttoned-down: Means opposite to buttoned – up.Crisp: An adjective indicating that the referenced work or analysis is thorough and complete.Granular: A detailed level of abstraction, often used in context of increasing the fitness of an analysis.Hands: Often prefaced with clients, indicates the interpersonal skills of an individual in relation to a particular group of people.Hard stop: Used to indicate that after the time indicated, the listeners are on their own as the person stating that they have a hard stop isn’t going to be around to help.Key: Critical, essential, required, important and central; the key analysis is generally the linchpin.Let me play this back: Used when the listener wants to refract and color the conversation through his or her own perspective.Low- hanging fruit: The initial opportunities or areas of exploration that are easiest to cover.Push back: This term is used to indicate resistance and/or disagreementSniff test: This term is used when gauging the viability or reasonableness of a particular analysis.Take the lead on: A phrase used by more experienced consultants when they wish to delegate a menial task.To be transparent: A term that indicates that what follows will be particularly revelatory.

The GlobalCMC Team

Are you an archetypal consultant?

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GLOBAL CMCExecutive Management InstituteSvardvagen 23SE-182 33 DANDERYD, Swedenwww.globalcmc.com

ICMCI SecretariatP.O. Box 1058NL-3860 BB NIJKERK, Netherlandswww.icmci.orgAccredited Website of ICMCI