1. Management Consultancy
DBA 7770
Doctor of Business Administration
Graduate School of Management
Dr. Dolhadi Zainudin

2. Class Objectives
 Status of client engagement for
consultancy work
 Include consultant review with
GSM/coordinator
 Overview of existing consultancy
processes by various authors
 Presentation of final consultancy report
and list of submission to GSM

3. Introduction
Schein (1988, 1999) proposed three models of the role of business
consultants:
(1) the ―purchase model‖ (in which the client purchases a
particular expertise or skill that the client knows is currently
lacking in its organisation;
2) the ―doctor-patient model‖: in which the client is uncertain of
the problem and the role of the consultant is to diagnose the
problem and prescribe a solution that alleviates the pain being
experienced by the client; and
(3) the ―process consultation model‖: which involves the
creation of relationships that enables clients to perceive and
understand the problems with a view to the clients solving the
problems by themselves

4. CONSULTING APPROACHES
 The purchase of Information Model-
Purpose: help client to solve known
problem
 client has correctly diagnosed the problem,
the cause of it and expecting outcome

5. CONSULTING APPROACHES
 The Doctor –Patient Model -
Purpose:consultant‘s job is to discover the
real problem for client
 client has intrepreted the area of problem and
someone need to help the client to identify
the true cause of it

6. CONSULTING APPROACHES
 Process Consultation Model -
Purpose : help client to identify the cause
of it and find appropriate solution for such
cause
 Client does not even know the area of the
problem

7. Status of client engagement
 What your level of engagement with the
client/s or potential client ?

8. Literature Review on Consultancy
processes
 Fink (2005, p. 48.) cites that over the last forty years in
management consulting, a process has developed which
consists of the following seven steps: awareness
creation, lead management, prospect management,
proposal submission, contract negotiation and signing,
case management, and case review
 The prime goals of this process are to acquire new
consulting engagements, to satisfy the respective
clients, and, eventually, to foster the acquisition of
follow-up projects

9. Literature Review on
Consultancy processes
Pfannkuch and Wild (2000) as being ―a generic
description of a statistical empirical problem-solving
cycle.‖ It consists of five steps—problem, plan, data,
analysis,conclusions—and covers some aspects of the
prospect, proposal, and case phases.
However, there is no emphasis on making potential
clients aware of the consultant‘s service offering, on
the techniques used to get in contact with the client,
on the design of the contract, and on the review of
the project.

10. Literature Review on
Consultancy processes
Berding‘s and Kleider‘s (2007, p. 403) bird‘s
eye view on the consulting process:
―(1) The client‘s problem is posed and
analysed.
(2) An appropriate statistical model is
developed and formulated.
(3) The statistical solution is worked out, and
(4) finally translated into the client‘s solution

11. Literature Review on
Consultancy processes
 Unwin (2007, p. 352) cites the CRISP model for data
mining. It consists of six phases: business
understanding, data understanding, data presentation,
modeling,evaluation, and deployment.
 Business understanding includes some aspects of the
proposal phase. Data understanding and presentation,
modeling, and evaluation are part of the case-phase.
Deployment includes a review of the project as
documented explicitly in CRISP-DM substeps (Weihs
2007, p. 432).
 Note: CRISP Model- standard model for data mining

12. PHASES IN CONSULTING PROCESS

13. CRISP-DM Model

14. Engel and Hoonhout (2007, p. 418):
1. Define and measure. Determine the
user‘s expectation and needs.
2. Analyze and design. Analyze and design
statistical methods.
3. Verify. Evaluate whether the user‘s
expectations are met.

15. Fink and Löwenbein(2009) mentioned that , A
typical ―formal proposal‖ consists of
• a description of the initial situation of the client,
• a definition of the client‗s complication, i.e., the gap
between his current and desired positions,
• an explanation of the approach and the tools and
techniques that the consultant will use in order to
close the gap,
• a chart of the project organization,
• a road map on timing and budgeting, and
• an appendix with references and biographies.

16. Kakabadse et al. (2006) describe the idea as suggesting
that consultancy must first been seen in terms of
process. Since, Kubr (1996) identified two basic roles of
business
consultants:
(1) the ―resource role‖ (helping clients with their problems
by using the consultants‖ experience and knowledge);
and
(2) the ―process role‖ (helping clients to solve their own
problems by making them aware of appropriate
organisational processes).

17. Evaluating the effectiveness of consulting
The effectiveness of a business consultancy should
be assessed for at least three reasons:
(1) To validate consulting as a business tool:
Because consulting is only one of many actions
that an organisation can take to improve its
performance and profitability, consulting must be
formally compared with alternative business
tools.

18. (2) To justify the costs incurred in consulting:
Thorough quantitative justification of
 the costs of consulting is required to resist cuts
in consulting budgets in times of economic
stringency.

19. (3) To improve the design of consulting:
Objective evaluation of consulting
 programs is required to ensure that business
consultancy is continuously improved to
provide better value and increased benefits to
clients

20. Thank you