Wie führt man eine Beratungsbedarfsanalyse durch?

Important to understand what is out of scope of the engagement. Ensure that timelines are realistic and achivable both from the client's perspective and the consulting firm's perspective.

Few things that worked for me: 1) Don't assume you understand the client challenge based on few conversations. 2) Differentiate between "Symptoms" and "Causes". 3) Do not become Judgemental at any point of time during conversations. 4) Avoid using leading questions that lead the conversation into a narrow direction. 5) Come out as a "Co-Partner" rather than a "Contract based consultant" . 6) Don't project a "Know All" attitude. 7) Adopting Divergent thinking, generate as many diverse and creative ideas as possible without evaluating or critiquing them at this stage. Using Convergent thinking, focus on evaluating, organizing and selecting the most promising ideas. Goal is to narrow down the options and identify the best course of action.

Most often than not, clients provide symptoms and not the problem. As a consulting company working with SMEs, we hear statements like slow sales growth, declining profits, attrition and so on. It is important to recognise these are mere symptoms but the problems are deeper. It is also tempting to equate two 'similar sounding' symptoms with similar problem. Nothing is more fatal. The symptoms have a context and hence the problem could be very different. It is also important to not be swayed by what the most important member of the client believes is the problem. The key is to approach each client situation ab initio and look afresh. Correct diagnosis is the not just the first vital step but is more than 50% of the consulting assignment.

The important things to know and understand for any consulting strategy are: 1. Promoters/founders/management thought process and the nature i.e. individual characteristics eg. aggressive, calculative, patient, communicative. 2. What are the short-term objectives, long-term objectives and what the promoters/management want to do with the objectives? 3. Technology awareness, willingness to use and scalability scope w.r.t. processes and decision making. 4. Finally the time lines and budgets. These parameters are important to plan the consulting strategy and defining the delivery milestones. Consulting is not a copy/paste job.

We need to differentiate between client's needs and wants. Also sometimes, the client may not know what they really want. It is important to show them examples, walk them through scenarios, maybe do some proof of concepts, to get clarity on what exactly is that we are trying to solve.

You need to understand the current operating model and associated issues to be able to identify what needs fixing and how it can be fixed

Try to define the problem in consonance with the context the client lives in, not the one you, as consultant, believe s/he ought to be in. Personally, I start with my assessment of the problem statement, ideate solution pathways discuss the same with the team and then engage client to look at the evolving solution. It is usually at this stage we encounter additional complexity layers that help sum up the problem statement

In order to define the problem, you need to first understand the issue at hand. Active listening plays a key role in this - pay close attention to the client's initial description of the problem. Encourage them to expand on their problem statement by asking open-ended questions.

I have always favoured a time honoured approach based on 4 questions which drive initial investigations as the “fresh pair of eyes”: 1. What is the desired outcome, and how is success to be measured? 2. What is the current situation and how did it develop? 3. Who are the key influencers that make things happen and what do they want? 4. What is the preferred approach for achieving the goal, securing alignment, and delivering the change? Sounds simple. It’s not!

This is the fun part, especially when systems are not properly integrated to provide data across the board on issues related to HR processes or systems. Relying on outdated process maps, or business teams for operation HR problems, is not efficient. Cost is typically allocated at tool or operations level, so making sure that a good analysis of the service model, HRIS team and ticketing tools for example, is a great way to truly design the picture for the current state and validate the problem

This is important (although, blind focus on quantitative shouldn't discount for the qualitative). there are instances when blind benchmarking exercises led to conformity over innovation. sadly, I see this happen often in the industry. (we don't hire these consulting for that)

Many financial services organisation have no idea what their current operating model actually is. Often by introducing change the organisation learns what it has to deliver If it’s not broke, don’t fix it

In many cases there's often not just one right answer or solution, so outlining different options and working with the client through what is appropriate for them in their context is really important. Also, a consultant will never be able to fix the problem for the client on their own, so it's important to outline what's needed from the client's side, what role leaders will need to play etc. So my plan is also to share what support I'll be giving to leaders to help drive/lead the change. It's about building capability in the organisation to drive sustainable change.

Understanding the problem and defining the expected solution(s) are the most critical. The solution(s) should be defined as hard deliverables (issues, gaps, , recommendations, roadmaps), but don't overlook expected outcomes that may not be as tangible such as team building, mgmt trust, staff empowerment, staff morale. These can be molded into the physique of the assessment process but you need experienced consultants to guide this.

Assuming that a current state has been defined (from a business perspective) and that a future state has been defined (from a business perspective) solutions can be proposed and discussed. Focus on this step is to determine the overall future state and figure out the moving parts of the solution. After much discussion, the solution can be recommended and discussed.

I feel recommending solutions is easy at times. ⭐Getting them accepted from multiple stakeholders who have different individual KRA's is the toughest part

Don´t forget to challenge as well. Far too many implementation teams simply deliver what they have been asked for rather than what the customer really needs. This might be the first time the customer has implemented a new solution like this and it is possible they are not fully aware of best practices or new options. As consultants we should have don´t this a number of times and are able to cross-fertilise with ideas and solutions from other industries and with are experience in other projects which could revolutionise how your customer runs their business. Be a trusted advisor and don´t be afraid to question or challenge what the customer is asking for or to suggest things they may not have considered.

1. In consulting projects, clear scope definitions are crucial. A scope matrix that includes exclusions for both client and consultant helps set expectations and promote collaboration. It minimizes misunderstandings and establishes accountability. 2. Defining project stages instead of viewing problems allows for proactive planning and control. 3. Continuous client feedback at every stage aids in improvement and enhances alignment with expectations. Conclusion : Comprehensive scope matrices offer clarity, prevent scope creep, and foster successful project delivery. Shifting perspectives from problems to projects enables efficient problem-solving. Emphasizing continuous feedback ensures optimal performance and client satisfaction.

Great points, however I have found hiring 1) personality that fits in the group is one of the most important factors, 2) ensuring onboarding is a informative, valuable, and makes that individual feel at “home,” and 3) empowering their employees with learning/training opportunities to ensure long term growth, success, and positive company culture. Expanding upon: 1- whether a group of extroverts, introverts, a specific school/degree program, how can we diversify to introduce new ideas? 2- yes there are the basics of company history, niche, but are the new employees feeling included and given a cliff notes version of info where they can “hit the ground running” with confidence? 3- embodying a growth mindset while also valuing individuals.

Conducting a consulting needs assessment involves several key steps. Start by thoroughly understanding the client's business, industry, and goals through interviews and document reviews. Identify pain points, challenges, and opportunities. Analyze existing data and processes. Then, define clear objectives and outcomes for the consulting engagement. Involve key stakeholders to gather diverse perspectives. Finally, develop a customized scope of work, detailing the specific services and solutions required. A well-executed needs assessment ensures that the consulting engagement addresses the client's unique needs and sets the foundation for a successful partnership.

In the context of needs assessments, several frameworks are commonly used to guide the process. Here are three notable ones: - Discrepancy Model: This model identifies the gap between the current situation and the desired state or goals. It's straightforward and widely used for its simplicity and effectiveness. - Mager & Pipe's Performance Analysis: This framework focuses on identifying performance issues and determining whether training is the solution. It's a practical approach to pinpointing specific needs. - Morrison, Ross, Kalman, & Kemp's Needs Assessment: This comprehensive framework is used to systematically identify and address training needs within an organization.