贝恩-人力资源-岗位职责-Great AC002.ppt

1、Developer:Daphne Li Reviewer:Susan Lonergan Cartha OHare John Clarke bc How to be a Great AC March 1998 Copyright 1998 Bain&Company,Inc.Copyright 1998 Bain&Company,Inc.How to be a Great AC 2 GreatAC Getting the job done Managing up The perfect client meeting Developing personal style Building a rewa

2、rding career Key takeaways Agenda Copyright 1998 Bain&Company,Inc.How to be a Great AC 3 GreatAC Getting the job done Managing up The perfect client meeting Developing personal style Building a rewarding career Key takeaways Agenda Copyright 1998 Bain&Company,Inc.How to be a Great AC 4 GreatAC Bain

3、caseteams address a considerable range of strategic issues.Strategy consulting Corporate strategy Business unit strategy Performance improvement How should a company with many businesses achieve its growth objectives?How should a business unit respond to its competitors?How many manufacturing plants

4、 does a company need?What products should client produce in each plant?Example:Types of Strategic Issues Copyright 1998 Bain&Company,Inc.How to be a Great AC 5 GreatAC Compoutek Axels-4-Rent Business problem:Answer:First-year AC workstream:Length of case:AC travel:Business unit strategy (PC business

5、 unit)Exit the retail PC market Cut costs through complexity reduction Implement process and organization redesign Phone competitors to gather data about the PC market Analyze client data relating to accounts receivable and inventory turns Build economic model Three months Monthly local visits to cl

6、ient to gather data and attend meetings Corporate strategy (growth strategy)Target and retain most profitable customers through marketing programs and travel agent commission structures Focus on corporate accounts that are already penetrated,but are currently underperforming in share targets Size re

7、ntal car market based on secondary research and customer surveys Splice and dice client customer database to establish segments Research other companies retention programs(e.g.,airlines frequent flyer)Six months Weekly trips to NYC for client task force meetings Example of Caseteam Assignments Copyr

8、ight 1998 Bain&Company,Inc.How to be a Great AC 6 GreatAC Caseteam Coordinator Vice-President Manager/CTL Experienced Consultant New AC New Consultant Experienced AC While you may frequently encounter variations,a typical caseteam structure looks like the following:Caseteam Structure Copyright 1998

9、Bain&Company,Inc.How to be a Great AC 7 GreatAC Your mix of responsibilities will vary from case to case.The job Research/data gathering Analysis Communication Team Market size and dynamics Competitors Client data Customers Database manipulation Models in Excel Regressions Data into appropriate slid

10、e format Arriving at the strategic answer Blank slides storyline proper format Oral communication informal team meetings with consultant/manger overheads to caseteam Coordinating workstreams with other ACs/consultants Participating in team brainstorming sessions and team meetings Overseeing producti

11、on for presentations Caseteam events Areas of Responsibility Copyright 1998 Bain&Company,Inc.How to be a Great AC 8 GreatAC Flawless execution will destine ACs for greatness.They capitalize on the resources available to them,and show a willingness to do whatever it takes to get the job done.Get the

12、job done Execute on your workplan Communicate up Understand the Big Picture Deliver with zero defects Develop and update your workplan Keep an 80/20 fallback plan Execute-focus on the assigned task After 6-12 months,take a more active role in intellectual leadership of your piece of work Communicate

13、 regularly and frequently with your manager use Answer-First and 80/20 tag red flags seek help prioritizing leverage manager to add additional 10%insight Always know the why in the context of the Big Picture Perform zero defect analysis document everything proof,proof,proof reality check Key Success

14、 Factors Copyright 1998 Bain&Company,Inc.How to be a Great AC 9 GreatAC Always“know the why”in the context of the“Big Picture”.Why are you doing this work?what is the Big Picture?where is the value?what is the client expecting?What does your analysis mean and why is it important to the client?What a

15、re likely questions to be asked of you?by your team by your client(s)What sensitivity analyses illustrate responses to potential questions or clarify issues for you?what about client sensitivity analyses?What reality checks can you do to demonstrate knowledge of the why?use of 80/20 benchmarks focus

16、 of your quality checks“Know the Why”Copyright 1998 Bain&Company,Inc.How to be a Great AC 10 GreatAC A recent experience at SAC training illustrates the importance of“knowing the why”in the context of the“Big Picture”.Develop presentation on business unit strategy Assignment:The client can be profitable and should milk its business Hypothesis:Market is growing Client has low cost position Competitors not a threat next largest player higher cost Assertions:“We can do a BDP to figure out where our