安达信咨询方法与工具资料库CPWORK
安达信咨询方法与工具资料库CFCA_9
GENERAL QUESTIONS FOR KEY EXECUTIVES1. Review organization chart. What units report to you?2. What are the major responsibilities and specific work products of each organizational unitreporting to you?3. What is the number of supervisory personnel? What is the number of workers? Are they full-time or part-time?4. What are the total payroll and nonpayroll costs associated with each unit?5. What percentage of those costs is associated with major business activities?6. What percentage of those costs is associated with administration, programs and projects, andmeasurable work?7. Do similar departments exists at company headquarters and profit center levels?8. Is there a similar company with regard to industry and size that can be used for comparison?9. Are there senior executives in position that are off the main line?10. Are there large numbers of people in strategic planning, advertising, public relations, employeerelations, training, etc., that may not be needed for short-term survival?11. Can staff departments be combined for savings?12. Can operating units be combined for savings?13. Can functions be subcontracted for savings?14. Are there subcontracted services that can be performed less expensively in-house?15. Are there any opportunities for expending isolated functions, e.g., guards, receptionists, and soon?16. Are the following functions centralized or decentralized?a. Data processingb. Payrollc. Purchasingd. Marketinge. Trainingf. Collectiong. Other (list)17. Do the individuals within the organization help develop the objectives and plans for their areasof accountability?18. Are performance measurements available in each area of accountability? Do they relate actualperformance to plans?19. Has accountability for each major functional area been clearly defined?20. Are these accountabilities related to the overall corporate objectives? Are they compatible witheach other?21. Where incentive compensation is used to reward management, are the policies determining allelements of the calculation clearly defined?22. Are policies and authority for the following clearly defined and documented?a. Organization changeb. Budget approvalc. Investment or capital expendituresd. Procuremente. Sales quotations and contracts23. Do head count reports exist? Are they up-to-date, accurate, and thorough?24. Is there seasonal hiring or peak period staffing?25. What are the overtime statistics, turnover data, and work hour analysis?26. How many different positions exist at the worker level? List below:Position Description Number of Personnel。
安达信咨询方法与工具资料库MISSION
I. SERVICE DEFINITI ON
New Product Development is the process of creating, developing and commercializing new products/services, including generation of the initial idea, investigation of the product/service concept and its market feasibility, screening and select of the highest potential product/service development projects, design and development of the product (including all technical, operational, manufacturing, marketing, sales, distribution, financial, service and warranty plans) through launc of the new product/service in the marketplace. It begins with formulation of a product strategy (driven by the overall corporate strategy) and includes management of the entire product portfolio.
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安达信咨询方法与工具资料库CORECOMP
DIALOG(R)File 15:ABI/INFORM(R)(c) 1996 UMI. All rts. reserv.00933020 95-82412How to identify and enhance core competenciesSimpson, DanPlanning Review v22n6 PP: 24-26 Nov/Dec 1994 ISSN: 0094-064XJRNL CODE: PLRAVAILABILITY: Fulltext online. Photocopy available from ABI/INFORM 11084.00 Article Ref. No.: B-PLR-44-5WORD COUNT: 2226TEXT: The following exchange of opinions at The Planning Forum's International Strategic Management Conference was condensed from the "Dilemmas of Planning" session, chaired by Dan Simpson, Director of Strategy and Planning, The Clorox Company. The panelists were: Paula Cholmondeley, Vice President, Business Development and Global Sourcing, Owens Corning Fiberglas; Jean-Yves Gueguen, Vice President, Corporate Planning and Development, American Express; Brian Marsh, Head of Planning Consultancy, Shell International Petroleum (London); Pete Schavoi, IBM Director of Strategy (retired), The IBM Corporation; and Gordon Shaw, Executive Director, Planning and International, 3M. The opinions expressedare the personal ones of panelists. Part I appeared in theSeptember/October issue.DAN SIMPSON, Moderator (Clorox): Core competencies is an issue that seems to make a lot of conceptual sense. But true core competencies are hard todefine precisely and are often discovered retrospectively. That is, as you experiment, you define your competencies by simply describing your successes and failures. The lessons are often costly.Core competencies are exaggerated by some managers and underestimated by others. Some think everything they do is a core competency. This is especially true at successful companies, which get kind of cocky. Whatever department you talk to, the head of that department will say, "My area is acore competency of the corporation."Other companies really don't understand what particular competencies make them successful in a marketplace. The reason is that competencies are sometimes so ingrained they're unapparent. They might be brand equities built up over time or a network of relationships--the infrastructure insidethe company and the relationships built with customers and suppliers. Those kinds of competencies tend to be poorly understood.Any advice, any counsel on how you identify true core competencies and how you leverage them?BRIAN MARSH (Shell): The core competency concept makes sense in one's gut. Businesses large and small succeed only if they have the ability to meet customers' needs at a profit. Core competencies have something to do withthis ability.The way I define core competencies is that they're those few things thatyou do together with the customer that create value. You and the customer together create value by exercising your core competencies. By value, Imean you're able to deliver an offering at a price or a cost that gives youa margin over and above what your competitors get. And it's that marginthat you're able to reinvest and feed back into your business to sustainthe things that produce this value. It's this holistic feedback loop, adynamic arrangement, a dynamic system that ensures your organization's survival and growth. I believe that if you want an organization to surviveand grow you need to identify these core competencies.I also believe that you need to identify what for you is a unique set ofcore competencies. Not that they're individually unique, but that you've somehow or other acquired a set that is unique. Because it's that very uniqueness that enables you to create a margin greater your competitors'.If you don't create that margin, if you're not able to acquire the incremental return to reinvest in the business, your competencies willsuffer in three ways. The three "E's" to avoid are:* Erosion. Your competencies actually erode over time, depreciate in value,and become less able to deliver value.* Emulation. The competition sees what you do and through emulation eliminates the competitive advantage that you had.* Emigration. The environment changes, customers change, customers move onto other services or become interested in other new products, or have other desires they wish to fulfill. So you find yourself investing in competencies that no longer yield value. Peter Drucker describes this as "investing in yesterday's breadwinners."If you want to enhance your core competencies you have to start thinkinglike your customers. Also, you have to start putting yourself in your competitors' shoes. The best way of trying to think like the customer isactually going to talk to them. Too many managers think that core competency is inside the company, that there's some internal analysis thatyou have to do deep inside your core.In fact, I think, the prime thing that you need to do is get out there andask your customers why indeed they are customers of yours. What is it aboutyou that they actually find attractive? It might be because you're justnext door. It might be because you produce a better product. It might be because your whole offering--the augmented product--is something they find attractive. It might be because the government just doesn't allow anybodyelse to compete with you in your marketplace. There must be something thatthe customer actually likes about you, and it's a jolly good idea to findout just what that is.To learn to think like our competitors, we sometimes invite the chief executive in a team workshop to play a little game: "You've just woken up,and surprise, you've lost your job. But now you're the chief executive ofyour most feared competitor. Knowing what you know about your company, what would you do to hit it hard? Where would you strike to beat the company you worked for yesterday?" That kind of discussion unearths the areas whereyou're likely to be emulated.So core competencies should be identified in terms of what customers likeabout you and what your competitors see as vulnerabilities. And since these definitions clarify the dynamics of the system that creates the value,understanding core competence is essential to the survival and growth ofyour business.PETE SCHAVOIR (IBM): IBM got into the core competencies game courtesy of Gary Hamel. His Harvard Business Review article made a big impression at IBM, and I asked him to come lead a seminar for our top management. We spent three hours of intense, fascinating discussion during which Gary managed to poke his finger in almost everybody's eye. But they agreed thathe had an important message, and we should look at our core competencies, strengthen the critical ones, and cover ourselves in the areas where wewere weak.Each operating unit was asked to identify their core competencies. Someunits paid lip service to the concept, claiming that everything they didwas a core competence. But the units that did a good job then used their findings as a lever to change the culture within their organization.Our technology division, now called the IBM Microelectronics Division, was probably the best. In the course of their work they identified procurementor purchase of semiconductors as a core competence. This is a semiconductor manufacturing division that was captive to the needs of IBM at that time.As a result of that finding they totally reorganized themselves, trying to strengthen that core competence. Recently, IBM concluded that it needs to centralize procurement for efficiency, and because of this previous work,the nucleus of a core competence was in place.Several lessons can be drawn from this experience. Requirements for success are: Senior management and operational leadership; the willingness of operating people to work hard on a set of issues; some good facilitation;and a willingness to extend core competencies across boundaries and intoother parts of the business.JEAN-YVES GUEGUEN (American Express): One issue that doesn't get much attention is, "What are we using competencies for?" At Amex, we're finding competencies analysis helpful during our major reengineering of our business. We're trying to cut a lot of excess cost out of our businesssystems. One of the dangers, obviously, is to mistakenly cut into themuscle tissue as opposed to just cutting the fat.I think it's extremely useful to know what your core competencies are, totry to stay away from cutting into your major sources of competitive advantage. Any company that is doing a very extensive reengineering exercise probably could derive some benefit from analyzing its competencies.We use competencies analysis to help rank our initiatives. In other words,core competencies can serve as a useful guide for identifying new business opportunities in which we have a realistic chance to be successful.Gary Hamel makes a vital connection between strategic intent and core competencies. What competencies are missing today that we'll need to beable to develop to achieve our strategic intent? Hamel stresses that yesterday's core competencies are not the same as the ones that will allowyou to realize your strategic intent.GORDON SHAW (3M): Because we at 3M are driven so much by technology, we try to classify technologies as either core technologies, or enablingtechnologies. The core technologies tend to be ones that provide unique properties that are of real interest to the customer That's where we put alot of investment.For a disk drive, for example, the bearing technology and the spindlesmight each be a core competency. For the disk media, the core competencycould be in the particles themselves, and the enabling technology could bethe resins or the coating system that holds it all together. So we try tokeep current on which competencies are the ones that we should continue toinvest in, that are really uniquely our own. Those technologies that we canobtain from outside of the company we consider enabling competencies. SIMPSON: Gordon, are the core competencies at 3M mostly technology based? SHAW: 3M is strongly technically driven in so many of our businesses that technology is the area where we put most of our emphasis. That's where the competency identification has been made most clearly. I think we could perhaps do a little better job of looking for core competencies in areasoutside of technology.PAULA CHOLMONDELEY (Owens-Corning): We had an experience similar to 3M's. We also talked to Gary Hamel and consultants at the Boston Consulting Group, and asked them to help us identify our core competencies. But afterhaving them work with our senior management, leading them through some group exercises, we really had a mess on our hands. We could not internallydefine what was core as opposed to non-core, and what was a competency as opposed to some process or offering "we just did well."So the conclusion we came to was that, because we are a technology-driven company, instead of having core competencies we had core technologies. The technology competencies that we could identify as core cut across the company. They would provide guidance about which new businesses to get into and which new businesses not to get into. Core technologies have a distinctive capability that a competitor can't copy.But when we attempted to look at core competencies from a marketing perspective, it was more difficult. We have a very strong brand for ourFiberglas insulation--the Pink Panther. Is this cartoon character a core competency? Is maintaining him a core competency? We decided that, no,that's just something we do really well. We have super marketing people,but our core competency is fiberizing glass. I think the answer to the question, "What are your core competencies," really depends on knowing thetype of company you are. That knowledge gives you guidance and points youin the directions you ought to explore.MARSH: I can give you a context for seeing the Pink Panther as a core competency. Core competencies come in four boxes:* One box is labeled "brand reputation," and your Pink Panther is in it. Ifthe brand reputation is something the customer admires and associates with benefits, and the customer is prepared to pay more for that product, thenit's a core competence. So I don't see why your Pink Panther can't be acore competence. It has unique value that the customer is prepared to payfor. Coca-Cola protects its brand name by vigorously fighting offlook-alikes. Not long ago a minor impurity discovered in some shipments ofPerrier caused sales of its mineral water to plummet. Nevertheless, it managed to recover a considerable amount of market share because of its brand equity. So I think reputation is core.* The second box in the set of core competencies is labeled "sunk assets."If you've invested a lot of time, or sunk money in real estate or in hardware that gives you a competitive advantage that you can use in the marketplace, and that fights the competition and achieves higher margins, then those assets are a core competence as well.* The third box is labeled "embedded knowledge." I think this category is avery powerful but highly misunderstood feature of any organization. Deeply embedded knowledge is revealed by the idea that, "We just know how to run a business, and we just happen to be good at what we do." It defies definition. If it were easy to define, it would be easy to emulate andyou'd lose the competitive advantage. Embedded knowledge means, "We know the people, and we know how the system works."* The fourth box incorporates legal/regulatory advantages. If you're in theoil business, you're in a powerful position if you have the rights to prospect in large chunks of Alaska, as British Petroleum discovered. If youhave a monopoly position, it's worth a lot of money on the bottom line. Nobody wants a level playing field, everybody wants the playing fieldtilted their way, and if you've got it tilted your way, hang on to it.That's a major source of competitive advantage.THIS IS THE FULL-TEXT. Copyright The Planning Forum 1994。
安达信咨询方法与工具资料库ISWORK
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安达信咨询方法与工具资料库compctr1
REENGINEERINGLeaders / Key Staff: Gail Steinel / Tom BendertObjective: To foster, develop and maintain the thought leadership, marketimage and framework/methodology of our generic reengineeringservices.1995-96 High Priority Focus Areas: ∙Widespread rollout to Europe∙Development of revenue reengineering capability with assistanceof Customer Satisfaction team∙Development of “to be” reengineering model with AdvancedCost Management∙Conduct worldwide market assessment to properly plan futuredirection and investment.Institute knowledge sharing approach through integration ofvirtual team members into the Competence Center.How local practice can best interface with the Competence Center: After utilizing the Business Consulting Knowledge Sharing Network to research specific requests, the local office can use Lotus Notes to communicate directly with the core team members of the CC. The CC will use AA Online and the BCKB CD- Rom for distributing material to the local offices.SOFTWARE SELECTION & IMPLEMENTATIONLeaders / Key Staff:Robert Westheimer, Tim DaigleObjective: To develop and maintain the thought leadership, knowledgebase and framework/methodology of software selection andimplementation. Also to integrate Process Design with ITsystems design.1995-96 High Priority Focus Areas:∙Development of in-depth software intelligence in Finance,Human Resources, Executive Information Systems, Budgetingand Planning, Manufacturing and Wholesale Distribution∙Develop a standard integrated methodology and get it into ourmainline training.Use AAOnline to review and comment.How local practice can best interfacewith the Competence Center:MIDDLE MARKET ORGANIZATIONAL EFFECTIVENESSLeaders / Key Staff: Kathy Iversen, Gary Zegiestowsky / Amy Adams Objective: To formalize the means to most profitably sell and deliver awide range of organizational effectiveness measures, includingmarket and technology planning, services, organizationalalignment consulting and related process redesign and changemanagement consulting, for middle market ($150 million to $1billion) companies.1995-96 High Priority Focus Areas:∙Development of BC-wide teaming approach and resulting toolsand methodologies to ensure profitable middle market servicedeliveryHow local practice can best interface with the Competence Center: ∙Assist Competence Center team with information gathering to clearly define needs of middle market companies and tocommunicate suggestions to effectively identify and deliverneeded services to target companies∙Access Competence Center resources for advice and proposal support materials to translate presenting opportunities intobroader based consulting opportunities that cross the expanded range of process and technologyPERFORMANCE MEASUREMENTLeaders / Key Staff: Steve Hronec, Leng Eng, George Dunne (PED), HolbrookHankinsonObjective: To develop and improve the approach to implement performancemeasurement systems in companies and the correspondingperformance measures at the organization, process and job levelsthat each of the Competence Centers can integrate into theirmethodologies.1995-96 High Priority Focus Areas:∙Work with industry leaders to customize Performance Measurementmodels to five industries∙Develop “impact of change” measures∙Work with Advanced Cost Management and Advanced Technologyteams to develop a Performance Measurement System sellingmodel and technical design guide∙Develop and enhance market image as the leader in PerformanceMeasurementHow local practice can best interface with the Competence Center:Firmwide knowledge creation and sharing of Performance Measurement tools, experiences and engagements through: ∙AA OnLine∙Consultant’s Advisor∙BC Knowledge Base / EDGE∙Vital NewsCommunication and coordination with BC practice leaders firmwideAttendance at PM training courses worldwideINFORMATION & SYSTEMS PLANNINGMembers of the ISP Competence Center:Sari Scheer, New York (leader)Tom Bendert, New YorkJim Schuchard, DallasLaurie Hicks, TorontoMark Phillips, AtlantaBrad Goverman, BostonMike Hooley, PhoenixTony Treccapelli, New YorkSimon Bryan, London (Binder Hamlyn Fry)Gerard Vesseur, AmstelveenStephen Brant, DenverJohn Kogan, BostonLeaders / Key Staff: Sari Scheer / staff to be determinedObjective:To raise our front-end assessment and planning practice to a level ofexcellence that excite our people and our clients and generate exponentialgrowth in this segment of practice. This will pull through a majorincrease in our technology and process change work..1995-96 High Priority FocusAreas: ∙Expansion of front-end assessment methodologies together with theReengineering Competence Center∙Revision of ISP and SAM methodologies to include both technology andprocess and increase the change management emphasis (and update theConsultant’s Advisor)∙Modify the training school∙Develop a process whereby current knowledge and experience can beshared with practitioners throughout the firm.How local practice can best interface with the Competence Center: In initial phases of meetings (2 have been held) and we have not determined how to most effectively liase with the offices.ADVANCED TECHNOLOGY GROUP (ATG)Leader / Key Staff: Jim Rumora / Chris Andrus, Sterling Stoudenmire Objective: To provide thought leadership in, application, support andconceptualization of new technologies.1995-96 High Priority Focus Areas: ∙Establish Technical Innovation Center (TIC)∙Hire experts in key technology areas which support FFoF, HR, Performance Measurement, and Cost Management (e.g. Client/Server, Groupware/Workflow Automation, Network/ConnectivityTechnologies.∙Establish Alliances with key technology partners∙Fulfill advisory role to other C C’s and training development group∙Develop technology research function to support line practices and CC’s∙Advise offices on enhancing technology skillsHow local practice can best interfacewith the Competence Center: ∙Use ATG experts on front end of project in sales mode to demonstrate expertise and assist with proper scoping of project∙Use ATG experts to in knowledge areas where local office lacks expertise∙Send local office personnel to ATG group for “Tour of Duty” to transfer knowledge and expertise∙Report innovative uses of technology or applications of new technology in KSN, EDGE, AA OnLine in order to leverage the expertise gained by local offices and provide ATG with a view of the technical direction of the practice as a whole.∙Complete specialized ATG service evaluation form on timely basis∙Invest time with local representatives of our Alliance Partners to ensure good, fruitful relationshipsCUSTOMER SATISFACTIONLeaders / Key Staff: Howard Barrett, Joe O’Leary, Chris Beard (knowledgemanager)Objective: Provide thought leadership to help organizations becomemore successful through more effective focus on their keystakeholders -- customers, suppliers and employees.Enabling these organization to grow new products andservices profitably.Establish frameworks, methodologies and share experienceswhich will help our practice personnel effectively deliver CSservices in the marketplace.1995-96 High Priority Focus Areas: ∙Methodology/service line development (reengineering therevenue line and customer value creation)∙External/internal market image --- communicate that we are inthis game∙Skill building and knowledge sharing (credentials, knowledgeaccumulation and sharing)How local practice can best interface with the Competence Center: 1.Identify a person in your market who will take ownership of thecustomer satisfaction marketing initiative in your market. This individual may be in your existing practice or could be hiredfrom outside the firm.2.Share customer satisfaction experiences with the competencecenter personnel. Let us know what you are doing and provide input to our service line development efforts.3.Develop a targeted local marketing strategy which includescustomer satisfaction services.4.Call on Competence Centers leaders to provide marketingsupport and engagement support until sufficient skills areresident locally.QUALITY MANAGEMENT SERVICESLeaders / Key Staff: Edgardo Pappacena, Barry Lubin, Effie CokinosObjective: ∙To sell, perform and oversee quality management engagements.∙Disseminate knowledge related to quality management trends.∙Share QMS marketing and engagement information on a globalbasis.∙Develop firmwide research, marketing and education initiatives.∙Have access to a global network of experts.Scope of Competence Center Services: ∙Design, implementation, and facilitation of quality management &continuous improvement programs and systems.∙Support in specific areas of quality programs: leadership, strategicquality planning, communication strategy, customer & marketresearch, process improvement, performance measurement,benchmarking, employee involvement, team building, andtraining.∙Quality programs evaluation (e.g. Malcolm Baldrige Awardcriteria).ISO 9000 consulting: assessment, training, implementation, pre-registration audit.1995-96 High Priority Focus Areas:∙Develop “Return on Quality” approach (with CustomerSatisfaction, Performance Measurement and Reengineering teams)Continue strengthening our ISO 9000 market presence.How local practice can best interfacewith the Competence Center: ∙Communication is the vehicle that will allow us to successfullyknowledge share as a practice. One of the QMS CompetenceCenter's continuous initiatives is to provide knowledgedevelopment and sharing regarding QMS to practitioners at thelocal office level. Effie Cokinos, QMS Knowledge Manager, isresponsible for managing our communication strategy.∙AA-On-line is our primary communication vehicle. Thisis a real time, up to date firmwide database that BusinessConsultant’s can access. Practitioners can discuss anyissues, concerns, requests in relation to QualityManagement Services. The following categories havebeen assigned to the database under the QMS CompetenceCenter Category: General; Tools; Training; Proposals;Requests; and Current Engagements.∙Our second communication vehicle is a reference databasethat is updated quarterly, the Business ConsultingKnowledge Base. All QMS specific information,including proposals, references, engagement information,selected training and marketing information is housed inthe BC Knowledge Base. The Competence Center willmaintain all knowledge housed on the Knowledge Baseand encourage all practitioners to utilize the database inorder to obtain information.∙All Competence Center members and participating officeshave received copies of the QMS CD-Rom developed lastyear. All the information developed for the QMS CD-Rom (methodologies, tools & techniques, trainingmaterials, marketing presentations, sample proposals, etc.) has already been included in the new BC Consultant’sAdvisor CD-Rom to formally integrate all our servicelines.∙Competence Center members are responsible for completing the QMS Quarterly Information Exchangereport to share information on QMS engagements,proposals, and marketing trends.What the QMS Competence Center has done so far to support the local offices:∙Developed QMS CD-Rom, which includes acomprehensive methodology to perform qualityengagements, including tools, techniques, sampleengagement practice aids, client training materials,marketing materials, etc.∙Developed QMS section of Consultant’s Advisor database. ∙Developed an ISO 9000 credentials package. Information available in the credentials package includes our ISO 9000 consulting methodology, up to date case studies, vitalfactors differentiating Arthur Andersen from ourcompetitors and a list of clients as credentials. Thispackage has been developed for all local offices,worldwide.∙Developed the ISO 9000 Implementation and Marketing Aids binder, which includes overview presentations onISO 9000, a detailed ISO 9000 consulting workplan,sample documentation and tools for performing anengagement.∙Established regional networks (e.g. Europe, Asia/Pacific) to maximize knowledge sharing and transfer acrossregional local practices.∙The QMS team is currently compiling and updating all engagement information. We have recently distributed our quarterly results, along with a report of marketing efforts collected from all of our Competence Center members.This information will be integrated with existingengagement information and housed in one source, the BC Knowledge Base.Worked with local offices in development and qualitycontrol of numerous QMS proposals and engagements.What the QMS Competence Center will be doing in the future: ∙We have recently established a joint venture with Underwriters Laboratories, the largest ISO 9000 registrar in the U.S., to provide joint consultant and registrarservices. We will be promoting this relationship byproviding joint seminars and publishing articles.∙We are revising our current marketing brochures (ISO 9000, TQM Simulation) to adapt them to our overall BCmarketing strategy.∙We are currently revising our TQM Simulation training to create an Implementation Workshop that incorporatesorganizational learning concepts.∙We will develop a QMS credentials package to be used by local offices in promoting quality management &continuous improvement services.∙We will update current client training to incorporate new tools and techniques developed in recent engagements.We will explore the possibility of developing a “quick and dirty” Quality Diagnostic Tool to conduct a high-levelassessment of client quality programs.In fiscal year 1996, we will develop our “Return onQuality” methodology.精品文档，值得拥有11 / 11 IMPLEMENTATION/LEARNINGLeaders / Key Staff:Terry Finerty, Christie Franchi / Rebecca Kouri Objective:To build our consultant capabilities in organizational learning and change both in service of our client projects and in managing our own business. 1995-96 High Priority Focus Areas:∙ R&D with systems dynamics modeling to create models of organizational dynamics ∙ Institutionalize what we know through courses, change framework and infrastructure like learning histories, bi-annual learning conference and BC Institute ∙ Raise reputation of learning/change capabilities through learning-based, competitive advantage image campaign How local practice can best interface with the Competence Center:Dedicate at least one practice consultant who has been through the learning course, If you do not have one, then send someone next year. - it will connect you to the people and resources - having a base in the concepts/tools and knowing/contacting the people that are actively using them with clients including Terry/Christie/Rebecca is a great way to find out new ways to implement them in your work,. Dedicate a resource type person and in your office who can organize a learning library for your office including recommended books, articles, presentations, workshop materials, etc. that your practice people can easily get their hands on. And we can then interface or include the resource person on any mailing, etc. Have them load a copy of the KSN library database on your office network where over 300 learning resources are cross-referenced and described. Can request resources from Atlanta or London or maintain own copies. Get hooked into AA on line and tap into the OC learning and implementation database Write to Christie and get on newsletter distribution list. (copy of latest addition is attached).。
安达信咨询方法与工具资料库OVERPLAN
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If the project involves any significa nt market research , process redesign , impleme ntation and or cultural change the total elapsed time is more likely to be 618month s
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Design and implement service concepts, operating and delivery processes, and infrastructure BOTTOM UP ?Assess gap between customer needs and service offer ?Assess current processes, technology, behaviors and structures ACTION PLANNING ?Prioritize Initiatives - develop transition plans ?Implement Quick Wins TOP DOWN ?See re-engineering methodology ?Design and implement core processes and technology ?Design and implement employee behaviors, roles, groupings and structures ?Design and implement performance measures
安达信咨询方法与工具资料库QMWORK
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安达信咨询方法与工具资料库TECH
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Is windo wing availa ble with the syste 193 m?
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Org aniz atio n char - ts
Syst ems doc ume ntati - on Pro duct liter atur -e Rep orts from prev ious wor k, eith er by inter nal or exte rnal con sult - ants Bro chur - es Audi t tea m blue bac ks (if an audi t clie - nt)
b. ysis
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Con duct oneonone inter view s with key stak ehol ders to und erst and their curr ent visio n of the futur 2 e.
Und erst and the exte nt to whic h the visio n is shar ed amo ng pote ntial key stak ehol ders 3.
Time to Completion
Co
ns
Met hod olog y Deli vera bles : No Deli vera bles .
Pha se Na me: Ass ess Syst emi c Nee ds
Pha seΒιβλιοθήκη Deli vera bles : Co mpl eted Que stio n Pyr ami d CP 1 Deli vera ble List
Tas ks:
Sheet1
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Iden tify and clari fy the clie nt抯 visio n of the futur e as it relat es to the proj ect sco 1 pe
a. Revi Revi ew an indu stry anal
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Iden tify the con seq uen 4 ces.
Iden tify wha t will hap pen as a resu lt of the com plic atio - nDet ermi ne who /wh at else is affe - cted
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Desi gn shar ed visio n ses sion to buil d com mit men t and con sen sus for futur e visio n. Foc us 4 on:
The relat ions hip bet wee n the visio n and the com pan y抯 mis sion and purp a. ose.
Iden tify the com plic atio 3 n(s).
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Iden tify the eve nt or seri es of eve nts has led the clie nt to perc eive that ther e is a prob lem or opp ortu - nity Iden tify the mag nitu de of the perc eive d prob lem or opp ortu - nity-
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Begi n to ass ess the relat ions hip bet wee n this visio n and the com pan y's mis sion and purp a. ose. Det ermi ne gap s and crea te plan to addr b. ess.
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Gap s bet wee n the com pan y mis sion /pur pos e and the visio n and crea te plan to addr b. ess
Ste p Na me: Defi ne the Busi nes s Issu es
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Pro ble m Defi nitio n Wor ksh eet Pro pos al Lett er
Ste p Na me: Dev elop a Sha red Visi on
Ste p Deli vera bles : Sha red Visi on Stat eme nt
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Pro ces s flow char - ts Cus tom er com plai nt lette - rs Em ploy ee surv - eys Clie nt dos - sier Exa min e the clie nt situ atio 2 n. Basi c clie nt orga niza tion fact -s Clie nt hist - ory
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The Clie nt抯 indu stry/ serv ice/ mar - ket Clie nt sup plier -s Clie nt抯 cust ome r bas -e Co mpe titio -n Iden tify key orga niza tion al proc ess - es
Ste p Deli vera bles :
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Pro ble m Defi nitio n Wor ksh eet
Tas ks: Perf
orm Bac kgro und rese arch . Obt ain a clie nt data pac kag e (initi al doc ume ntati on sho uld be obta ined from the clie nt , 1 if