|
所在平台: Coursera |
课程主页: https://www.coursera.org/learn/management-consulting-tools-and-tips
课程评论：没有评论
课程总结：咨询工具与技巧 本课程是管理咨询专业化的第四门课程，旨在帮助管理顾问快速学习核心咨询技能并在不同的行业和职能项目上工作。课程强调在加入一家通用咨询公司时，顾问需要迅速适应新环境，具备“快速变聪明”的能力，并提出精明的问题。 课程大纲包括以下内容： 1. **高效的互联网研究**：学习如何利用互联网快速了解新客户的业务、财务和行业趋势，以及开展工作的首要步骤。 2. **行业供应链动态的理解**：分析公司在行业中的地位，包括供应商、客户、竞争对手和新进入者之间的权力动态，探讨如何为客户创造竞争壁垒。 3. **通过调查与观察创建数据**：获取有价值的数据以做出有说服力的建议，学习如何通过访谈、调查和基准测试等方法收集并分析数据。 4. **使用基准作为起点**：基准比较是评估性能的有效工具，课程强调了使用基准测试时可能面临的偏见和操控风险，并需谨慎使用。 5. **使用Excel建模结果**：学习在Excel中组织、分析数据，并揭示其间的关联，掌握Excel的使用规范，以确保文件对不同受众的有效性和可读性。 通过本课程，学员将掌握实用的工具和技巧，以提升在管理咨询领域的竞争力和专业能力。
Name:Work Smart and Quickly with Internet Research
Description:What's the first thing you do when learning something new? Internet, of course. So, if you have a new client, in a new industry that you don't know a lot about, where should you start? Learn the first 10 steps you should take to learn the company's business, financials, and industry trends. Work smart.
Name:Understand Industry Supply Chain Dynamics
Description:All companies and organizations sit within an industry landscape; they have suppliers, customers, rivals, and even new entrants (new competitors). What's the power dynamics among those players and who has the leverage? Professor Michael Porter famously said that "strategy is how you cope with competition." How can your client create barriers to entry and dig an "economic moat" around their business profits?
Name:Create Data Through Surveys and Observations
Description:Consultants require useful data to make persuasive recommendations. Some of that data is available in ERP (enterprise resource planning) systems and IT databases. However, some other data doesn't exist; you need to create it through client interviews, surveys, observations, benchmarking, or other methods. It's a beautiful thing when consultants are able to drive correlation between the disparate pieces of "data" and tell a coherent story.
Name:Use Benchmarks as a Starting Point
Description:Benchmarking is the simple idea of comparing performance against others. When you go to the doctor and they measure your vital signs (e.g., blood pressure, heart rate) against your peer group (e.g., women in their 50s), this is benchmarking. It's also a commonly used consulting tool because a) clients often want to know how they are performing relative to their peers, and 2) it's a convenient way for consultants to identify gaps in performance. While the concept is simple, it's incredibly difficult to do well. It's vulnerable to bias and manipulation. As a consultant, it can get you in trouble, and you should use it wisely.
Name:Use Excel to Model the Results
Description:Management consultants use Excel daily. They need to organize, analyze, and uncover correlations between data. So, consultants practice Excel hygiene to keep their file useful: a) don't hard code values, b) keep a copy of your source data, c) document assumptions, d) don't merge cells. However, once you get past these beginner tips, you should consider who the audience is for the file before you spend too much time "making it pretty." For example, your manager wants to quickly understand and audit your work. Your client wants you to use the Excel model to show them your thinking and make a recommendation.
This is the #4 course in the specialization on management consulting. Management consultants are quick learners. When you first join a generalist consulting firm, you are expected to learn core consulting skills and will likely be staffed on projects across industry and functions. You might be on a chemicals pricing project, then a retail cost-reduction project. It’s critical that you learn “how to get smart quickly” and ask smart questions. At the same time, you should develop an armory of to
