Each consulting project, however short, goes through five phases:-

Entry and contracting This is a critical stage of any project, to do with the initial contact with the client, including exploring the problem, deciding whether the consultant is the right person to work on this issue, both the client's and the consultant's expectations and how to get started. Discovery and dialogue Consultants need to come up with their own sense of the problem, and help the client to do the same; who is going to be involved in defining the problem, what methods will be used, what kind of data should be collected, how long will it take? Feedback and decision to act Reporting the data collection and analysis, including setting ultimate goals for the project and selecting the best action steps or changes. Engagement and implementation In many cases the implementation may fall entirely on the line organisation, though the consultant may also be involved. Extension, recycle or termination Evaluation of what happened in the previous phase. Sometimes it is not until after some implementation occurs that a clear picture of the real problem emerges. In this case the process recycles and a new contract needs to be discussed.

AMCF is the premier international association of firms engaged in the practice of consulting to management. Founded in 1929 as AMCE (Association of Management Consulting Engineers), AMCF today remains in the forefront of promoting excellence and integrity in the profession. Just as consultants help clients manage change within their industries, AMCF helps its members cope with the rapid changes affecting their practices today. Headquartered in New York, AMCF serves as a resource for information on the management of a consulting practice. It provides a forum for the exchange of ideas, helping consultants to better understand developments within the profession and to capitalize on new opportunities. The mission of AMCF is to be the collective voice and promote knowledge exchange and professional standards for the community of management consulting firms from around the world. It does this by helping members strengthen their senior management teams through value-driven programs, research and communications. The association also promotes a better understanding of the profession among the business community, government, academia and the public. AMCF serves as the voice of the industry on major issues, representing the profession before government and regulatory bodies, working to improve standards and practices and enabling firms to work smarter. AMCF represents leading management consulting firms worldwide. Its membership is diverse: large and small firms, traditional management consultants as well as providers of professional services, generalists and specialists, singleoffice firms along with multinational organizations. A principal objective of AMCF is to develop and enforce rigorous membership requirements. Members pledge to uphold a strict Code of Ethics in order to maintain the highest standards of professional practice. Membership in AMCF is a recognized mark of experience, stability, competence and integrity, and is limited to those firms that meet established minimum size requirements and that have been in operation for at least five years. Membership is attained

by firms that meet the highest standards of professional practice, based on the recommendation and endorsement of both peers and clients.

Case Study: Leadership& Management in Action

Our client is an innovative leader in bottling technology and liquid food packaging solutions. The company operates in over 100 countries on 5 continents.

The Challenge
WW Consulting was chosen to launch a new leadership and management programme. It was the first time such a programme had been delivered and began with a pilot for all the HR staff to ensure alignment and complete understanding of the WW approach and toolkit. After reviewing the pilot, the programme was delivered successfully to over 300 managers, incorporating tools and techniques to improve management and leadership capability and to handle change, and was delivered in mainland Europe, the USA and Canada, China and Malaysia. In addition to the original leadership and management programme, three new programmes were developed as part of a cascade initiative to ensure that first line managers were well equipped to lead and manage their teams;

y y y

A Management Programme focussing on performance management , personal impact, team skills and diagnostics, giving and receiving feedback. Target audience: newly appointed first line managers A Change Programme focussing on Change Loop methodology, working on a business challenge. Target audience: change champions, project leaders, individual contributors needing to influence change A Team Leaders Programme focussing on team development, team building, team leadership. Target audience; team leaders, project managers, individual contributors needing to lead teams

Outcome
The mark of success with our client is the fact that WW have continued to partner the company through a series of major changes and challenges; including an acquisition; several wide-reaching strategic organisational restructures and an accompanying significant change of both culture and senior leadership. The deliverables from the programmes are;

y y y y

Increased motivation and awareness of the importance of the balance between leadership and management A common language through the use of tools and diagnostics for team development A global methodology for change (The Change Loop ) Closer cooperation between different functions and locations

Case Study: Leading & Managing Change

Our Client is a global, US based company, a leader in its sector, with over 50,000 employees worldwide. WW is proud to have been continuously associated with them for over 20 years;

Our most recent Challenge:

Our clients strategy has enabled it to move into new, innovative, green markets and technologies. The three arms of the strategy are;

y y y

To deliver excellent customer service To achieve profitable growth To deliver a strong financial performance

All of these are to be achieved through employee empowerment. A number of strategies were developed at corporate level to deliver these aims. WW Consulting is helping achieve the strategy through a focus on energising senior executives to deliver sustainable change through a global programme. The programme brings delegates together from across the business and is carried out in 3 week long modules over a nine month period and is held in three continents. Our involvement intensified with:

y y y y

A new senior management team Consolidation within the industry Large acquisitions into the company The implementation of a new strategy on LEAN enterprise

A key element in the programme is the application of the tools and methodologies introduced to a major strategic challenge from the companys key objectives.

The outcome
The outcomes of the programme are:

y y y y y y y

Commitment to the companys vision and values is higher than ever Culture has been significantly impacted Cross-cultural, cross-team working has improved Continuity and common language is having a significant effect More aligned, self aware leaders with higher levels of emotional, social and cultural intelligence A more holistic, systemic approach to organisation development is emerging Real, tangible benefits are delivered to the business at the end of the process. For example;

o o o

Identification and sharing of best practices resulting in significant business improvement Increased retention of key talent through focusing on identifying strategic skills in short supply New processes and practices introduced at senior level providing significant added value to performance

The process is now being cascaded throughout the divisions to provide a common approach and language with significant success. The TCC programme, (Taking Charge of Change) which has been running for over 10 years, consists of two week long modules with a pragmatic focus that attracts strong senior management support, both as guest speakers and business clients on the programme. It has been delivered across all regions of the company and continues to receive very positive feedback and is currently being reviewed to ensure a good fit with the companys new leadership pipeline approach.

Case Study: Vision Alignment, Team Building and Leadership Development

Our Client, a major food and beverage company, has a long history and a powerful heritage and many of its most popular products have been household names for decades.

The Challenge
The initial brief for WW Consulting was challenging, but clear. We were asked to develop an approach to:

y y y

Align everyone behind the Vision and Values in both business deliverables and behaviour Achieve effective team working within and between teams and functions in a complex matrix structure Develop Leaders who:

o o o o o o

Have a high level of self-awareness Embrace ambiguity and complexity Create an environment in which their people can be energised and mobilised to perform to their full potential Understand and value the wider, one-company thinking to gain competitive advantage Are continuously learning and improving both their business and personal performance Create short, direct communication processes, where networking adds significant value

Working with the client, WW Consulting designed and developed a bespoke process, to enable managers to effectively initiate, lead and manage continuous improvement. It was designed as an organisation development process that focussed on the continuous improvement of three elements fundamental to business success:

y y y

Organisation Culture (living the corporate Vision and Values) Teamwork (collaboration within and between teams) Personal Impact (self-awareness, attitude, behaviour, influence and interpersonal relationships)

The process was initially introduced in the UK . It was then extended throughout Europe, Asia Pacific and Latin America. Through a team of professional associates, the process has been delivered in several languages, including English, German, Nordic, Finnish, French, Spanish and Italian. In every part of the business, the Board of Management have experienced the process and committed to ownership of and involvement in the programmes for their staff. Also, a cascade process was co-developed to bring operational managers and individual contributors on board via a new programme. It was designed to fit closely with manufacturing KPIs and was integrated into the performance appraisal process. The programme was co-facilitated initially by WW and the client, but following a train-the-trainer process, some elements of the programme are now incorporated into the DNA of the company and managed internally.

Significant Results
A good measure of any product or service is the repeat buying habits of its customers. This programme continuously improves and has been invested in and utilised by our client for over 12 years. Today, the demand for and popularity of the process continues. The payback from their investment, regularly quoted by Leader / Managers within the company includes:

Much stronger alignment with corporate vision, values and strategies

y y y y y y y y

More partnerships within and across business units, product categories and functions Faster acceptance and implementation of change and new initiatives Paradigm shifts are bringing about new ways of thinking and behaving Improved understanding of personal impact, attitude and behaviours A growing critical mass of change champions A heightened sense of urgency within the business New ways of working are institutionalised and a common change language is in place The Continuous Improvement culture and processes have been strengthened

Change Management

An Integrated Change Management Process

What is it?
It is an in-company learning and development process aimed at leaders and managers who are charged with making change happen. It is primarily concerned with mobilising the energy of everyone in the organisation and aligning people behind clear, compelling goals. Successful change is driven first and foremost by individual and team behaviours. The most critical factor in achieving a successful outcome is the ability to inspire and lead change effectively. Change is often emotional, frustrating and difficult but also motivating, energising and liberating, if handled well throughout the organisation.

How do we do it?
y y y y y
Aligning people behind the corporate vision and values Promoting change initiatives so that they spread quickly through the organisation Understanding the impact of organisational change on people and resistance to change heightening awareness of personal attitudes, behaviours and accountability for continuous improvement and change Developing co-operation and synergy within and between teams Viral Change

What is achieved?
y y
Strong alignment with corporate vision and values Partnerships within and across teams, functions and departments

y y y y y y y

Faster implementation of change A systematic approach to managing change projects Paradigm shifts, new ways of thinking and behaving The creation of a critical mass of change agents Improved ways of working A culture of continuous improvement Improved business performance

Learning and Organisational Development

Developing skills, behaviours, attitudes and culture

What is it?
A consultative process to help organisations to:

y y y y y

Diagnose the current situation Envisage the desired result Measure the gap Formulate and implement cohesive strategies and development plans Develop the appropriate skills, behaviours and attitudes to succesfully instil a learning culture in their organisations.

How do we do it?
WW work in partnership with your organisation to offer the following:

y y y

Company-wide diagnosis of current attitudes and behaviours Employee and customer surveys Focus groups

y y y y y y y

Instant response survey technique Data collection Surveys and analysis of current practices and procedures Development of strategies Design and delivery of workshops both face-to-face and online to introduce and practice the new skills Coaching and train-the-trainer events to embed learning and transfer ownership into the organisation The set up of robust measures and benchmarks to evaluate the impact of learning

What is achieved?
Energised leaders that drive the process and align employees through involvement in:

y y y y y y y y

Process improvement Organisation design Teamwork Implementation planning Maintained momentum through progress reviews A learnable change model for the business that is repeatable On-going Board involvement in strategic direction Developed line managers who:

o o y y

Pass on skills and knowledge from consultant to the company Maintain momentum after consultants role is completed

A robust cultural measurement process Internal and external benchmarks

The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.

Performance Management

Delivering improved business performance by developing people to their full potential

What is it?

A systematic approach to linking peoples' performance levels and development needs to the delivery of business objectives through a structured process.

How do we do it?
We use our experience in all aspects of performance management to help you:-

y y y y y y

Establish a baseline through an organisation survey, against which progress can be measured Design a performance management process bespoke to your organisations specifications Develop a communication strategy to bring-on-board all staff Instigate a skills training programme for all leaders involved in performance management Link performance management to other business processes Measure progress after completion of the first full cycle

What is achieved?
y y y y y y
Clarity of what the business needs from people Individual performance linked to the delivery of business objectives An understanding of how individual contributions deliver business success Staff receive regular and constructive feedback on their performance Clear understanding of the link between reward/recognition and performance Improved business performance

Servic

Creativity and Innovation

Champion creativity and innovation will follow.

What is it?
Creativity is the catalyst and source of new ideas that provide the fuel for innovation in todays competitive organisations. Many seek creativity in their workforce, but lack the culture and tools needed to foster creativity and innovation to bring ideas to fruition.

How do we do it?
WW has designed and delivered a wide range of programmes, presentations and events ranging from small group discussions, to teambuilding and company-wide events. Our tools and techniques are designed to promote Blue Water Thinking, by that we mean encouraging the right atmosphere, the right mindset and putting in place the right tools to energise and release creativity in both teams and individuals We provide: Energisers and Brain Teasers designed to get the creative juices flowing and wake up the brain. We use proven methods such as Appreciative Inquiry and Circles of Success. Creativity Tools designed to help with creative thinking: De Bonos Six Thinking Hats, Lateral Thinking, Buzans Mind Mapping, brainstorming and paradigm busting are just some of the tools used. Creativity workshops to explore creative techniques and their application to case studies and real business challenges. Team diagnostics. We offer a full range of questionnaires and are accredited in a number of highly regarded psychometric instruments that can help teams and individuals diagnose their creative and risk-taking preferences, such as the TMP (Team Management Profile) and the QO2 (Opportunities Orientation) profiles from TMSDI. An Innovation Strategy that uses benchmarking and survey data to help organisations understand the context and implications of their current approach to innovation. Then we help them to create a strategy for the desired future state.

What is achieved?
y y y y y
An awareness of the need for and differences between creativity and innovation An understanding of the preconditions for successful innovation

An organisation that promotes and accepts diverse creative behaviour Managers that are role-models for innovation and encourage measured risk-taking, whilst offering specific training techniques to promote Blue Water Thinking Reward systems that encourage and recompense innovative behavior and which bring elements of creativity and innovation into the performance management system

Globalisation

Increasing effectiveness locally and becoming competitive globally

What is it?
In these difficult times, organisations have to face a double paradigm increasing effectiveness and performance at local level to remain competitive, whilst leveraging growth, innovation and development at global level to reach new markets and attract talented people. Organisational strategy must embrace globalisation to succeed.

How do we do it?
Our team of experienced consultants are multi-lingual and ethnically diverse and believe that cultural differences between people and the impact of culture on organisations is critical in todays rapidly globalising world. Our programmes focus on:

y y y

Cultural awareness. An understanding of culture and its impact on behaviour and decision making Resolving cross-cultural dilemmas with a methodology for conflict resolution Building teams across borders by overcoming differences in ways of working and succeeding in mergers and acquisitions

The four steps to successful multicultural understanding are:

y y y y

Know yourself Learn about others Work together and communicate effectively Revisit and re-evaluate

These steps will include any or all of the following:

y y y y y y y

A cultural survey and/or a thorough needs analysis Setting up of legitimate channels of information Selecting the right leadership team Inspiring a genuine desire to learn and embrace other cultures Determining where there are differences in priority of core values in other cultures Implementing conflict resolution strategies before conflict arises Encouraging teams to develop agreed behaviours, whilst exploring and reviewing options

What is achieved?
y y y y
A clear understanding of the impact of culture at individual, team and organisational levels with a roadmap for success Self awareness and feedback on cultural sensitivity and cross-cultural adaptability Tools and frameworks for resolving cross-cultural dilemmas and building teams across borders An awareness of the impact of culture on strategy, leadership and management and levels of cultural impact

Coaching

Enabling individuals to grow through a process of self discovery

What is it?
Coaching is a technique that helps to develop individuals and improve performance. Through all of our coaching sessions you will

Develop confidence in using a cohesive coaching framework which takes the "fear" out of the coaching process Have the opportunity to explore and practice the skill sets you will need to be highly effective coaches in a safe and positive environment Gain a variety of perspectives on different approaches in numerous situations Develop strategies for dealing with conflict

y y y

How do we do it?
Coaching takes place through structured discussions and hands on experience within real projects.We offer a suite of coaching interventions which are specifically tailored to your needs. These include:

y y

One to one coaching that can be face to face, or virtual, in any combination as appropriate Group coaching which may involve our experienced team of acting professionals who have been trained by us to understand and utilise the tools and concepts we use in our innovative and highly interactive scenarios . These are not role plays. Instead we explore coaching challenges which relate directly to delegates experience Train the trainer programmes which equip people with the knowledge and expertise required to cascade learning throughout the organisation

What is achieved?
y y y y y y
Effective coaches throughout the business Improved relationships between teams and their leaders through trust and respect Less stress throughout the business because of improved and open communication More effective and meaningful work for teams and individuals Increased confidence in delegating responsibility allowing more time to plan and manage Skills flexibility and stability in teams

y y y y y

Organisational stability and talent management through shared knowledge Highly motivated and effective individuals and teams Succession plans are adhered to and effective Commitment is gained through involvement,

not control

Teams develop their own code of conduct and monitor each others behaviour

Team and Group Development

The result is greater than the sum of the parts

What is it?
An approach which recognises and develops diverse individual talents and helps people to form effective, high performing teams .

How do we do it?
We focus on developing individual and team competence by raising Knowledge, Attitude, Behaviour and Skills. We achieve this with on and off-site team building events. These can be conferences, modular programmes or a simple meeting and can cover any, or all, of the following:

Senior team development events that:

o o o o o y

raise awareness of individual differences in motivation and conflict response explore and understand the different stages of team development map the teams current performance against a High Performing Team framework, in the context of its strategic objectives explore and understand the Team Management Systems ( TMS ) concepts of types of work, team role preference and team balance create an action plan for future team development towards achieving the strategic goals

Team leader development events that promote:

o o o o o o y

the key components of a high performing team, related to the culture, strategy and aspirations of the organisation the stages of team development, high performing team elements, different team types experiential activities to illustrate the need for awareness and balance in team development activities, using the GRIP format Goals, Roles, Interpersonal relationships, Procedures the review of the different elements of the framework and tools needed to develop High Performing Teams the establishment of an action plan, review and follow- up process virtual and distributed team development

High Performing Team events that:

o o o o

raise understanding of the key elements that deliver high performance and using our toolkit we enable teams to develop and meet their performance challenges take into account that increasingly teams are not located in the same physical or geographical space and rely more and more on technology to communicate and share information consider the challenges of globalisation within the high performing teams framework Deliver practical exercises (which can be run virtually) to illustrate

    o

the need for cultural sensitivity effective communication effective influencing networking and shared understanding when working in virtual and distributed teams

Create checklists, diagnostics and action plans for developing teams

What is achieved?
y y y y y y
High levels of energy and motivation within teams A team capable of meeting its performance challenges consistently A sense of responsibility, respect and accountability between team members A common approach to team working and development across the organisation Common tools, frameworks and language used within and between teams Increased inter-team collaboration, synergy and global awareness

Team and Group Development

The result is greater than the sum of the parts

What is it?
An approach which recognises and develops diverse individual talents and helps people to form effective, high performing teams .

How do we do it?
We focus on developing individual and team competence by raising Knowledge, Attitude, Behaviour and Skills. We achieve this with on and off-site team building events. These can be conferences, modular programmes or a simple meeting and can cover any, or all, of the following:

Senior team development events that:

o o o o o y

raise awareness of individual differences in motivation and conflict response explore and understand the different stages of team development map the teams current performance against a High Performing Team framework, in the context of its strategic objectives explore and understand the Team Management Systems ( TMS ) concepts of types of work, team role preference and team balance create an action plan for future team development towards achieving the strategic goals

Team leader development events that promote:

o o o o o o y

the key components of a high performing team, related to the culture, strategy and aspirations of the organisation the stages of team development, high performing team elements, different team types experiential activities to illustrate the need for awareness and balance in team development activities, using the GRIP format Goals, Roles, Interpersonal relationships, Procedures the review of the different elements of the framework and tools needed to develop High Performing Teams the establishment of an action plan, review and follow- up process virtual and distributed team development

High Performing Team events that:

o o o o

raise understanding of the key elements that deliver high performance and using our toolkit we enable teams to develop and meet their performance challenges take into account that increasingly teams are not located in the same physical or geographical space and rely more and more on technology to communicate and share information consider the challenges of globalisation within the high performing teams framework Deliver practical exercises (which can be run virtually) to illustrate

    o

the need for cultural sensitivity effective communication effective influencing networking and shared understanding when working in virtual and distributed teams

Create checklists, diagnostics and action plans for developing teams

What is achieved?
y y y y y y
High levels of energy and motivation within teams A team capable of meeting its performance challenges consistently A sense of responsibility, respect and accountability between team members A common approach to team working and development across the organisation Common tools, frameworks and language used within and between teams Increased inter-team collaboration, synergy and global awareness