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你是一家咨询公司的顾问，在战略和运营部门工作。该公司面对所有行业和部门，并提供非常广泛的咨询解决方案给客户。公司不断地推进业务部门对各个行业发展趋势的研究。因为你在学术方面的严谨，得到了很高的客户评价，所以赢得了很多声誉。你被邀请加入一个团队，并负责为公司开发新的“项目”，这个项目是利用客户端与客户进行商务会议讨论的网站。 You are a consultant employed in the strategy and operations division of a consulting firm. The firm provides a broad range of consulting solutions to clients, and works across all major industries and sectors. The firm is constantly promoting thinking about key trends in business in the various sectors it serves. Because of your reputation for producing interesting but intellectually rigorous work which clients value, you have been asked to join a team charged with developing new “viewpoints” for the firm, which can form the basis of discussions with clients, presentations at business meetings and conferences, and thought-pieces for the firm’s website. 虽然达成了共识，但公司也可能会拿出证据去说服客户同意某些改动，我认为存在这样一个的问题，则可能会在和客户讨论业务发展的时候没有共同目标。正如一位同事所说： Whilst there was consensus that the firm could support this exhortation to clients with evidence, it was felt that building a viewpoint like this would have no traction in business development discussions with clients. As one colleague stated: “我的客户并不傻。他们已经知道了。他们知道什么才是他们应该做的。他们不需要巴里告诉他们，他们也不希望听到我重复。” “My clients aren’t stupid. They know that already. They know what they should be doing. They don’t need Barry Noble to tell them that, and they certainly don’t want to hear me repeating it. ” The firm’s thought leaders have been seeking to stimulate client demand for its business improvement innovation solutions unit. At one of the firm’s recent “thoughtware stimulation” seminars for senior partners a well-known strategy guru and author stated: “There are all kinds of alternatives to innovation. In the short term you can cut costs, you can make acquisitions, and you can buy back your own shares. But in the medium to long term there is no alternative.” “They are in the middle of a long, difficult recession, and they simply can’t afford to invest in big, expensive innovation projects for the long term, and sacrifice the viability of their companies in the short term.” After further discussion, the senior partners have agreed that they will instead develop a viewpoint to promote to clients called “Innovation Open Source™: generating great insights from less investment”. In particular, the leaders were influenced by a number of books on the subject of “Open Innovation” – for example, those by Henry Chesbrough and by Eric von Hippel (*) - and believe that this thinking may stimulate clients to transform their innovation processes, even in the depths of a recession. Your firm believe this viewpoint can lead to client discussions on transforming their businesses to become more innovative, with potential for follow-on consulting work on re-organizing, changing structures and systems, and change management to enable Innovation Open Source™ systems. The viewpoint is also seen as having application in the many different functions and levels of a client’s organization, which may need to become part of an “Innovation Open Source™” system. Your firm have not yet developed this viewpoint to specify what that means for clients. For example, what is the organizational scope and focus of Innovation Open Source™, what it will mean for different competitors, what must clients do to implement Innovation Open Source™, etc., etc.? You have been asked to develop this viewpoint further for clients looking to emerge tentatively from the world recession, and prepare some initial materials to support conversations with clients on the topic. You have been told that you do not, as yet, have to prepare anything exhaustive or final. Rather you must make sure that what you prepare is likely to stimulate client interest in the issue. Your firm’s leaders recognize that it is sometimes difficult to differentiate consulting services in the strategic consulting marketplace. The firm’s market research repeatedly shows that clients value consultants who have “opinions” on issues that concern them – whether or not they agree with those opinions. As such, the firm is investing in developing a number of industry and sector viewpoints A “viewpoint” is seen in your firm as informed material intended to provoke discussion with clients about their business. It is not necessarily intended to lead directly to a sale, but should offer the firm’s consultants the opportunity to open up a discussion about a client’s business and the strategic issues the client faces. It is these issues (which the client cares about and would like to solve), that provide the consultant with an opportunity to make a sale. As such, a viewpoint should ideally provoke a client in to wanting to discuss issues further. This should be a one page diagram in the box style as practised in the U51091 workshop presentation in week 3 of semester 2. Each box should contain a clear statement. There should be a clear introduction section, a main idea or main message (for example, a hypothesis or proposition for clients), and a “question and answer hierarchy” of “logical groupings” that provides support for that main message. This should be comprise at least 12 slides (including title slides, etc.), and be no more than 18 slides long. The slide design should be branded (you may use the branding developed for your group projects), and due consideration given to making sure the slides are clear and readable for the audiences situations they are intended for. Your firm’s leaders will expect your slides to be professional and use a mixture of bullet point lists, diagrams, images, and occasional text quotation. If appropriate, you may produce “appendix” slides, in an appendices section. These do not count for the slide limit on this assignment, http://www.ukassignment.org/uklunwen/ but must be professionally presented in a way that they could be used by other members of your firm if they chose to present more detailed evidence supporting their argument. For the purposes of the assignment, please add a “references” appendix to the slide pack as a separate section, giving you reference list in accordance with the required Harvard format. Important points of support or evidence on the face of the slides would normally have a name and date reference, consistent with the Harvard approach. |
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