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The University of Hong KongThe University of Hong KongManaging Management Consultancy

Projects

Faculty of Business and Economics

HKU Business Consulting Practicum (BUSI 2002)

Experience sharing with

David WongCouncil Member Institute of Management Consultants Hong Kong

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The University of Hong KongThe University of Hong Kong

Management Consultancy Projects

• Cisco• J & J• Caterpillar• Rexam• Amway• Wal-Mart• Coca Cola• IKEA• SMEs

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The University of Hong KongThe University of Hong Kong

Management Consultancy Projects

• Enabling the client to shape the future of the industry which she is in

• Enabling competitive advantage• Enabling company transformation

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The University of Hong KongThe University of Hong KongA Roller Shoe Company Selling in Wal-

Mart

• Supply Chain Management to meet Wal-Mart in China

• Partnership with Wal-Mart• Wal-Mart expectations• What customers want ?• How to service Wal-Mart?• Current team strengths and weakness• Establish tasks to be done , corresponding

timelines, responsible persons and any external resources

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The University of Hong KongThe University of Hong Kong

Project Study

• Deal and contract terms with Wal-Mart• What are the critical considerations?• Marketing Strategies & Plans• Operations Strategies • The quick fix to establish credibility• Short term & long term goals• How to get there?• Organizational Development & Change

Management

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The University of Hong KongThe University of Hong Kong

More Projects

• Quality Improvement• Process Improvement• Sales & Service Improvement• Succession Planning• Research & Product Development• Talent Management

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The University of Hong KongThe University of Hong KongProject with German Lighting Company in

China

• Entrepreneur from Germany• Saving by manufacturing in Guangzhou• Local Chinese Partner in charge of Operations• High turn over of technical staff• Imposing the Western way• News of corruption• Sacking of all top level managers• Consultants come in to help

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The University of Hong KongThe University of Hong KongFirst Interview between Client &

Consultant

• Introduction• Project and issues of the Clients• Company recent history• Culture• Politics• Working styles, personality type, strengths &

weaknesses• Learning Preferences• Consultant, Mentor, Coach or Trainer

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The University of Hong KongThe University of Hong Kong

Executive Coaching

• 360-degree-review• Personal & Career Development Plan• Performance Appraisal• Issues at work• Technical skills• Work Behaviours• Interpersonal Skills

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The University of Hong KongThe University of Hong Kong

Discussion of what needs to be done

• Transition• Type of leaders• Further assessments and diagnosis• Brain storming• Tools to be used• Final contract terms

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The University of Hong KongThe University of Hong Kong

Organizational Development

• Agree organization purposes• Identify environmental change, problems and

opportunities• Gather information for organizational understanding• Assess internal/external issues & identify meaning for

organization• Gain management involvement in project• Identify targets for change• Change and develop activities• Evaluate of project and program in current

environment

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The University of Hong KongThe University of Hong Kong

Collaborate Mindset

• Assertiveness Skills• Facilitation Skills• Influential Skills• Cultural conflicts• Behavioural change• Further transformation

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The University of Hong KongThe University of Hong Kong

Value Added Activities

• Helping client’s organization to learn• Relate to Profit Improvement• Use low cost labour wherever possible to

replace high cost staff

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The University of Hong KongThe University of Hong Kong

Conflicts with Clients

• Change nature of the assignment• Change ways to carry out project• Change staffing of the assignment• Change final report

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The University of Hong KongThe University of Hong Kong

Summary

• First encounter- Create trust & forge partnership• On-going encounter- Discuss how to affect client’s

bottom line• Take the role as a collaborator- critically assessing

situation for all views and apply the best response• Owner, CEO, successors and key stake holders• Expect problems and even crisis• Respond to complaints IMMEDIATELY!• Establish strong team-spirit within project team• Talk over issues and concerns regularly• Put the right people on the right job

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The University of Hong KongThe University of Hong Kong

Continuous Learning

• Technical competencies• Study recent developments• Industry conditions & trends• Personality and traits • Interpersonal skills• Regular feedback from clients• Client’s assessment at the end of project• What has been learnt?• What can be improved?• How to implement improvements?

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The University of Hong KongThe University of Hong Kong

A Career in Management Consultancy

Thank You !

• David Wong, CMC• Co-chair of Membership & Development• IMCHK