develop a high-level process map
Synthesize
obtain client input and buy-in
offer specific recommendations for improvement
tell a good story
Talk
communicate constantly
listen attentively
separate issues from people
Understand
document key insight on all charts (example)
identify the "so what(s)"
think through the implications for all constituents (example)
Safeway
Saint Francis University
Schachmut, Ken
Scientific method
Scope creep
Secondary research
documenting sources of
effectiveness of using
efficiency of using
inventory of tools for
outsourcing
Separating issues from people
Shah, Bhavin
Sincerity
Skills and wills inventory
Slide decks
Social approach
So what(s)
Status reports (example)
Stories:
basic components
pyramid structure of
telling a good
tips for (See also Stories from the Field; Story line)
Stories from the Field:
Assist
Collect
Evaluate
Frame
Motivate
Organize
Synthesize
Talk
Understand
Storyboards
Story line:
designing
example
in Understand
Strategy change
Strategy questions
Sundar, Rachita
Survival exercise
SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis
Synthesize
Case Study
deliverable: A Study on the Incorporation of Center Grove
described
obtaining client input and buy-in
offering specific recommendations
Operating Tactics
Rules of Engagement
Stories from the Field
telling a good story
Tactics (see Operating Tactics)
Talk
Case Study
communicating constantly
deliverables
engagement letter
team charter
described
importance of
keys for successful interactions
listening attentively
Operating Tactics
Rules of Engagement
separating issues from people
Stories From the Field
success from clear communication
undercommunication problems
TAP skills
Team charters (example)
Team dynamics, discussing
TEAM FOCUS model
applications of
Assist
Collect
Evaluate
Frame
Motivate
Organize
Synthesize (See also Case study)
Talk
Understand
Team learning exercise
Telephone communications
3M
Torti, Rob
Trotter, Tom
UBS
Undercommunication, costs of
Understand
Case Study
deliverables
implications summary
insight-titled chart
described
documenting key insight on charts (example)
identifying "so what(s)"
Operating Tactics
Rules of Engagement
Stories from the Field
thinking through implications for all constituents (example)
U.S. Navy
University of California at Berkeley, Haas School of Business
University of Michigan, Ross School of Business
University of Texas at Austin
University of Virginia, Darden School of Business
Virtual teams
Walker, Steve
Walker Information
Workload
Work plans
Yang, Mike
Zelazny, Gene
ABOUT THE AUTHOR
Dr. Paul N. Friga is an associate professor at the Kenan-Flagler School of Business at the University of North Carolina at Chapel Hill, where he teaches courses in management consulting and strategy. He also serves as the director of the consulting concentrations for undergraduates and MBAs. He researches strategic decision-making, knowledge transfer, intuition, management consulting processes, and entrepreneurship, and has presented at numerous conferences throughout the world. He is the recipient of several teaching awards and was appointed to the Strategic Management Society task force on teaching strategy. He completed his Ph.D. and MBA at the University of North Carolina at Chapel Hill and previously worked as a management consultant for Pricewaterhouse-Coopers and McKinsey & Company. Dr. Friga's undergraduate degree is from Saint Francis University, with a double degree in management and accounting. He has also earned CPA and CMA designations. Dr. Friga has consulted for numerous large (Fortune 100), mid-size, and entrepreneurial companies, as well as for universities and not-for-profit organizations. He is active in his community and church and resides in Chapel Hill, North Carolina, with his wife, Meredith, and son, Nicholas. He welcomes readers to view many of his ideas, papers, and slide decks at his Web site www.paulfriga.com.
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