Wikki Verma Start A Generalized IT Consulting Company

1
Wikki Verma consulting
2
Human Capital Intellectual Capital
Staffing
Development
IC
Communication
Performance Management
Remuneration and Reward
3
Structure of Lecture 6 and 7

• Lecture 6
• Level of analysis
• Organisational perspective
• Framework for analysis
• Management of knowledge (reactor model)
• Lecture 7
• Level of analysis
• Work process
• Framework for analysis
• Identity model
• HRM issues across both lectures
• Recruitment and selection of consultants
• Promotion policies up-or-out principle
• The boundaries of HRM practices

4
Objectives

• To understand the characteristics of the
  management consulting industry
• History
• Types of organisations
• Types of consultancy activities
• Typology of human capital
• According to the client interface process
• Career structures within management consultancy
• The role of consultants as knowledge brokers
• Typology of client capital
• The consulting firm client relationships
• The HRM practice focus
• Recruiting human capital
• Managing across boundaries

Human
capital
Social
Network
capital
Capital
Structural
Client
capital
Capital
Organizational
Capital
5
History

• Management as a unique field of study
• Arthur D.Little (1890s)
• McKinsey Company
• First management and strategy consultancy
• Founded by James McKinsey in 1926 (Chicago)
• Hiring of bright young MBAs
• Rise of management consultancy after World War II
• Development of tools for strategic management
• Boston Consulting Group (1963), McKinseyCo,
  Harvard Business School
• BainCo - focus on shareholder wealth
• Consulting within accountancy and technology
  firms
• PwC and IBM
• Niche consultancy firms
• Corporate social responsibiity

6
Types of firms in the industry

• Accountancy firms offering consultancy
• Large non-accounting consultancies
• Small specialist boutiques
• Gurus
• Independents

7
Types of Consultancy services
8
Different types of consulting services a
knowledge-based view
Bespoke Expert economics Person-to-person IT
enables personal Build experience Reward for
knowledge creation and sharing McKinsey
Company
9
Typology of Human Capital

• The consultancy process
• Career structures
• Consultants as brokers of human capital
• Boundary spanning

10
The consultancy processYour experience

• Paired assignment
• Identify a consultancy experience that you have
  been part of.
• Characterise the individual stages of the
  consultancy process
• Interview your partner and identify
• Which skills were developed at each stage of the
  consultancy process
• Which other knowledge resources did you rely upon
  during this process
• Summarise your findings and be prepared to feed
  back to the group

11
The career structure

• Analysts
• Consultants
• Senior Consultants
• Business development managers
• Directors/Partners

12
The McKinsey Facilitator case

• Specific type of human capital
• Across boundaries
• How would you design the recruitment process to
  capture this human capital?

13
The client-consultant relationship

• Human capital and its link to client capital
• Dimensions for analysis
• Strength of ties
• frequency
• Relational
• trust
• Cognitive
• Shared mental models
• Giving answers or shaping futures

14
The nature of relationships
Architecture
Dyadic
Structural holes
Structural density
Social capital (between facilitators) Morphology Structural density X Structural holes
Social capital (between facilitators) Trust Nature Deep X Resilient
Positional X Generalized
Social capital (between sponsors) Morphology Structural density X
Social capital (between sponsors) Trust Nature Deep Resilient X
Social capital (between sponsors) Positional Dyadic Generalized X
Client-and-network capital (between internal and external facilitators) Morphology X Structural holes
Client-and-network capital (between internal and external facilitators) Trust Nature Deep X Resilient
Client-and-network capital (between internal and external facilitators) Positional Dyadic X Generalized
Organisational capital HRM process Flexibility Mechanistic Adaptive X
Client relationship process Flexibility Mechanistic Adaptive X
15
Facilitator network SC CNC viewpoint