Transcript Title inserted here

Introduction to Consulting
September 2011
CEMS Block Seminar
1
Content
1
Introduction
2
Career development
3
The consulting market
4
Roles of the consultant
5
Consulting project design
2
1
Introduction
Pavel Cmelik
Manager – Arthur D. Little Prague
Selected project experience
 Energy and Utilities Industry

Strategy definition and implementation for a major energy
corporation in Eastern Europe

Corporate restructuring program for a key energy player in
the region of former Yugoslavia

Performance benchmarking of several European energy
distribution companies

SMART Grid feasibility workshops for several European
energy companies

Preparation of a catalogue of automated components to be
used while building a SMART network

Post-merger integration project for one of the major energy
groups in CEE

Integration management of finance functions of two major
multinational FMCG companies

Business plan review and cost-cutting exercise for an
automotive industry player

IT outsourcing project management for a multinational
brewery group

P2P cycle optimization for a manufacturing client
 Strategy & Organization Practice
Fields of Specialization

Strategy and Corporate Restructuring

Post Merger Integration

Project Management (PMP®, PMI member)

Organization and processes

Cost Cutting; Revenue Management
Professional background

5 years manager in consulting, Prague

1 year Finance Associate at Morgan Stanley, London

2 years Finance Manager at Procter & Gamble, Budapest

Central European University, Budapest (MBA)

Western Bohemian University, Pilsen (MEE)

Corporate Restructuring, Harvard Business School, Boston
3
1
Introduction
A global player: We have the global reach and local market experience to ensure our clients
achieve their objectives

Founded in 1886 as the world’s first
management consulting firm

Today a premier global management
consulting firm with 30 offices worldwide

Core pillars are innovation, strategy
and technology consulting

Serving 75% of FTSE and Fortune 100
companies

In Prague since 1991
Europe
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Berlin
Brussels
Cambridge
Dusseldorf
Gothenburg
Lisbon
London
Americas
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Madrid
Milan
Munich
Paris
Prague
Rome

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Rotterdam
Stockholm
Vienna
Wiesbaden
Zagreb
Zurich
 Boston
 Houston
 New York City
Asia Pacific
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Beijing
Dubai
Hong Kong
Kuala Lumpur
Seoul
Shanghai
Singapore
Tokyo
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1
Introduction – Some landmarks in innovation
The innovator: Arthur D. Little has an outstanding history in innovation
Highlights
1893
Arthur D. Little
releases “The
“Chemistry of
Paper Making” –
the paper
industry’s
standard
reference
1900
1920
1931
Arthur D. Little
contributes heavily
to the development of fiberglass
1930
1940
1911
Arthur D. Little
organizes General
Motor’s first R&D
lab
1966
Arthur D. Little
helps set up
OPEC
1950
1960
1951
Arthur D. Little's
projects with
Johnson &
Johnson and GE
lead to the
development of
modern logistics
management
1965
1968
Arthur D. Little
designs the
NASDAQ stock
exchange systems
for London and
Tokyo
1970
1968-1969
Arthur D. Little
designs and
develops five
key experiments
for the Apollo
lunar landing
1975
1980s
Arthur D. Little
produces the EU’s
first whitepaper
on telecom
deregulation
1980
1985
1976
Arthur D. Little
helps design and
launch the world's
first fiber optic,
interactive cable
television system
in Japan
1997-1999
Arthur D. Little
helps develop
Shell’s
sustainable
development
strategy
1990
1995
1997-2001
Arthur D. Little
manages the
demilitarization of
the U.S. Army’s
chemical weapons
program
2000
2007-2008
Arthur D. Little
helps develop and
roll out hybrid
digital TV systems
in several
countries
2005
2010
2008
Arthur D. Little
helps one of the
world’s largest
carmakers adapt
a strategy of
reduced CO2
emissions
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1
Introduction – Selected clients of the Prague office
The Prague office has built long-lasting relationships with numerous clients in the CEE region.
Among them are also several key travel and transport companies in the region
Selected clients of the Prague office
Energy &
Utilities
TIME1)
1) TIME = Telecommunications, Information, Media & Electronics
Public
Administration
Travel &
Transportation
Others
4
6
Content
1
Introduction
2
Career development
3
The consulting market
4
Roles of the consultant
5
Consulting project design
7
2
Career development
To be or not to be... Why should we bother about care development?
When?
 When should we
start?
Where?
Why?
 Where is the best
place to start?
 Why should we care?
What?
 What does career
development mean?
Career development
How?
 How should we tackle
it?
“The difference between a successful person and others is not a lack of strength, not a
lack of knowledge, but rather a lack of will”
.....Vince Lombardi
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Career development – Key options for fresh graduates
What to do after your graduation?
Choosing the battle field
Key options for fresh graduates – What to consider?
Action plan
2
Things / goods
What you want to
deal with?
People
Money
Problems
 Marketing, logistics, manufacturing,
sales, ...
 HR, Customer Service
 Finance, banking , investments, ...
 Consulting
Work-life balance
Home sweet home
How you want to
deal with it?
Climbing career
ladder
Where you want
to deal with it?
Global mind
I wanna be a
billionaire...
9
2
Career development – Key business areas
There are several different business areas one can build his/her career in
Key Areas
“Business”
 Different kinds of businesses with usually specified products or services
influencing end consumers
 Banks, FMCG, energy holdings, pharma and telco companies, media,
automotive, and dozens others
Consulting
 Pure B2B type of business where “client” is the most important stakeholder ruling
the game
 Management consultants, audit, M&A, risk advisors, lawyers, special boutiques,
and others
Public
 Unique sector (usually none profit) with different goals and mind set than in
private sector
 Ministries, various state organizations, international organizations, some publiclu
owned enterprises and others
Own Business
 Various types of businesses where no corporate rules apply and where owners
are usually one or more individuals or families
 Startups, family traditional businesses, etc.
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2
3
4
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2
Career development – Key options for fresh graduates
Sector of employment three years after graduation (per cent) of CEMS graduates
Key options for fresh graduates – What do the statistics say?
Consultancy
25%
Finance and banking
22%
Consumer products
10%
IT/Telecoms
8%
Utility
7%
Industrial
7%
Media/Marketing
Public sector/Non-profit
Other
5%
4%
13%
Consulting and finance and banking are by far the most favored industries
Source: Financial Times ranking 2011
11
2
Career development – Most attractive employers
Most attractive employers are those with strong brand awareness and positive image
Most attractive employers – Who are they?
Industry
Examples of employers
Banking
 ...
FMG
 ...
IT
 ...
Car
manufacturing
 ...
Pharmaceuticals
 ...
Consulting
 ....
At this stage of your career you should also consider your exit options
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2
Career development – Most attractive employers
Consulting is a good place to start your career when you want to explore more industries and
try various types of projects before you settle
Top companies for career opportunities
1.
BCG
2.
Bain & Company
3.
McKinsey & Company
4.
Keller Williams Realty
5.
Nestlé Purina
...
9.
Facebook
10. Goldman Sachs
...
13. KPMG
14. GE
...
17. PWC
Source: glassdoor.com
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2
Career development – Recruiting
Consulting companies are looking for experienced professionals as well as ambitious students
Graduate Recruiting
Experienced Professional
Must-haves:
Must-haves:
 University degree
 Successful track record in “selling” consulting services
 Analytical skills, creativity
 Excellent reporting skills
 Fluent in English, another foreign language would be
desirable
 Strong team leader as well as manager
 Creative and clearly structured approach
 Excellent interpersonal and communication skills
 3+ years of professional experience
 Fluent in English, interpersonal and communication skills,
teamwork, project management, people management, etc.
 Teamwork
Nice to have:
Nice to have:
 Additional experiences (internships and other professional
experience, stays abroad)
 Good relationship with representatives of the Government
 Willingness to travel; time flexibility
 Experience in financial services industry, energy sector, or
public sector
 Strong network of influential individuals
 Experience within the EU environment
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2
Career development – Recruiting
Recruiting essentials: Right mix of key success factors is essential for each individual to be
able to succeed during recruiting into consulting firms
Recruiting Tips
15
2
Career development – Reality crash
However, what we think about the company/industry is not always what the reality looks like...
16
Content
1
Introduction
2
Career development
3
The consulting market
4
Roles of the consultant
5
Consulting project design
17
3
The consulting market – What is consulting
There are several definitions of consulting....
What is consulting?
Official Definitions:
1. A service industry that provides advice to those in charge of running a business
2. An industry that provides services rather than tangible objects
3. Is providing advice in a particular area of expertise but is is not the same as customer service
4. .....
.......however, the most important is the fact how particular clients see the role of
consultants in their organizations......
18
3
The consulting market – Why do firms hire consultants?
There are several reasons why business professionals hire external consultants/advisors…
Why do firms hire consultants?
“Need an advice
on a specific
decision”
“Reduce risk of
critical high-impact
decisions”
“ Need experienced
human resources for
a specific project”
“Want to acquire a
specific know-how”
“Want to have
prepared unpopular
steps by a thirds
party”
“others”
19
3
The consulting market – Key industry players
Key industry players can be divided into several categories according to their size and range
of expertise
20
3
The consulting market – Current situation
Global financial crisis hit the consulting industry severely and contributed to its major
restructuring
Current situation
 Year 2009 was the worst year in the consulting history. The global financial crisis had in some way hit majority
of clients in almost every country, and in this way affected also consulting industry
 The global consulting market declined by more than the overall economy, leading to cut-backs, lay-offs, ...
 We observed significant changes in the client buying patterns and they preference for certain project  shift
from strategy development to cost-cutting and business restructuring to improve client’s cash-flow and liquidity
 The consulting market did come back to black numbers for most players in the third quarter, but has been
growing relatively slowly since then
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3
The consulting market – Global consulting growth
Since the third quarter in 2009, consulting industry has started growing again, although at the
slower pace than before the crisis
Global consulting growth
10%
Slowing consulting demand
Growth resumes
although at a slower
pace then before the
crisis
Spending halts
5%
0%
Dec
2007
Dec
2008
Dec
2009
Dec
2010
-5%
-10%
-15%
Discussions with clients resume and
market contracts at slower rate
Consulting contraction hits bottom
Source: Global Consulting Marketplace 2010-2013; Kennedy Consulting Research & Advisory estimates
22
3
The consulting market – Four key future trends
Clients seek more and more sophisticated tools and methodologies to ensure their
sustainable development in the future
Four key future trends
 Application of analytical approaches
– Sensitivity analysis, predictions, simulations, applying algorithm that uses simulation to find the optimum
configuration

Focus on emerging markets
– High potential for growth but usually lower fees
 Consulting to governmental organizations
– e-government
 Risk management
– Set-up of more advanced risk management processes
 Innovations
– Innovations will always be a good opportunity for consulting
 What else?
– ????????
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3
The consulting market – Global consulting growth areas
Key growth areas are emerging markets in Eastern Europe, Russia, China, Saudi Arabia, and
Latin America. The developed markets will be stable but the fees will decline
Global consulting growth areas
Source: Arthur D. Little analysis
24
Content
1
Introduction
2
Career development
3
The consulting market
4
Roles of the consultant
5
Consulting project design
25
Content
4
Roles of the consultant
4.1
Career path
4.2
Various types of projects
26
Core consulting skills - Contents
Today the training is focused on problem solving and structuring communication, whereas
next week we will go through interviewing, facilitation and presenting skills
Contents – Core consulting skills
Problem Solving
 Rapidly getting to the key
question and breaking it down
logically to answer it
Structuring
Communications
 Putting your message together
clearly and powerfully
 Getting the best out of your time
with interviewees
Interviewing
 Running efficient and productive
meetings
 Getting your message across
Facilitation
Presenting
27
4.1 Career path
The role of the consultant varies along the career path. As you climb the career ladder, you
focus more on the soft skills than on the hard skills, such as cracking the case
Business Analyst
2-3 years
Business
Analyst
Consultant
Consultant
3-5 years
Manager
5-7 years
Principal
7-10 years
Director
10+ years
 Contributes to project success by researching and analyzing data according to specifications of case
manager ; designs and produces deliverables of high quality in line with ADL standards
 Participates in internal meetings, supports team members in client meetings, and communicates with
assigned client contacts
 Seeks to understand the broader perspective and impact of individual decisions on the client and
stakeholders
 Contributes to development of approach for broader project by selecting and applying appropriate tools
and techniques to assess client’s business
 Actively cooperates with client, presents the project storyline, manages relationship with stakeholders
 Manages own work streams within a broader project; coordinates activities of team members effectively
 Contributes to development of intellectual capital (tools, knowledge pieces); becomes expert for own work
 Coaching of BAs and interns
28
Content
4
Roles of the consultant
4.1
Career path
4.2
Various types of projects
29
4.2 Various types of projects – ADL service offering
Scope of Arthur D. Little service offering encompasses strategy development, organization
redesign, operations management, sustainability and risk management, IT management, etc.
Scope of service offering
Energy &
Utilities
 Corporate and BU strategy
 Portfolio optimization and
management
 New business development
 Market and supply strategy
 Acquisition and divestiture
 Scenario planning
 Sustainability and risk
management
 Business process optimization
 Organizational planning and
design
 Benchmarking
 Asset management
 Regulatory impact analysis
TIME1)
 Strategy development
 Revenue management
 Industry and regional
development studies
 Benchmarks
 Regulatory related services
 Technology and innovation
management
 Operations strategy
improvement
 Integrated value chain
improvement
 Purchasing performance
excellence
 IT strategy
1) TIME = Telecommunications, Information, Media & Electronics
Public
Administration
 E-government feasibility
studies and implementation
 Project management
 Controlling system
development
 Preparation of project
documentation
 E-Health architecture and
program management
Travel &
Transportation
 Implementation of new
business models
 Support in the integration of
supply chains and the
formation of alliances
 Process and organization
design optimization,
restructuring
 IT infrastructure optimization
 Safety management
 Implementation of new
technologies
 Asset-based strategy
development
 Business process optimization
 New sales systems
4
30
4.2 Various types of projects – Case cracking
The Art of Case Cracking is defined as the process from qualifying to following up
Case cracking process
Decision
1
2
3
4
Analysis
Qualifying
Fact finding
Issue analysis
& hypotheses
 Achieving the
necessary “ticket
to play” from the
client
 Sources
Team
establishment
 Data
– Internal
– External
– Primary
(interviews
with
customers,
competitors,
suppliers,
experts)
– Secondary
(business
plan, P&L,
etc.)
 Problem
definition
 Problem
structuring
 ”A problem
well-defined is
a problem
half-solved”
 ”Bold guess” hypothesis
Methodology
& theory
 Analysis plan
based on issue
analysis
 Select suitable
methodology
and or theory
 Define team
responsible
 Define time
schedule
5
6
Conclusion
&
recommendation
7
Conveying
the message
(proposing
decisions)
 Conclusions
should be
qualitative and
quantitative
 Pedagogics
 Recommendations should
be articulated
as proposed
decisions
 Oral
communication
skills
 Time line
 Rhetorics
 Written
communication
skills
 Body language
8
Implementing
 Master plan
with milestones
(Gantt chart)
 Sense of
politics
 Division of
responsibilities
 Leadership &
followership
Following
up
 Progress
reports
(formal +
informal)
 Milestone
reviews at
management
meetings
 Likelihood of
success
31
4.2 Various types of projects – Case cracking
The logic tree approach leads right through to solving the case
Client’s question >> Issue
Sub-Issue
Sub-Issue
Hypothesis
Evidence
Evidence
Task
Evidence
Sub-Issue
Sub-Issue
Sub-Issue
Hypothesis
Hypothesis
Evidence
Evidence
Task
Task
Task
Hypothesis
Evidence
Evidence
Task
Task
Work plan for problem solving
32
4.2 Various types of projects – Project management
No matter of project type, all projects are managed using robust program/project management
methodologies and proven tools
Control dependencies of project
objectives
Align the project portfolio with respect to
strategic and operative priorities
Coordination of Objectives
Portfolio Management
Control allocation and usage of
resources effectively
Coordination of Resources
 Explicitly describe dependencies
between projects
 Define assessment criteria for projects
and structure decision process
 Check resource planning for
plausibility before projects start
 Observe dependencies
continually (e.g. by project
reporting, meetings of project
managers, and ad-hocinformation)
 Prepare and implement management
decisions regarding projects
 Define and implement guidelines
for effective usage of resources
 Integrate projects into the company-wide
budget planning
 Provide transparency regarding
the resource usage
 Make conflicts explicit and
escalate if necessary
 Communicate deviations proactively
Project Reporting
Project Management
 Provide actual basic data (e.g. duration,
budget…)
 Set-up and execute periodic project reporting
 Set-up and develop infra-structure for
information (intranet, meetings…)
Provide transparency regarding the
status of all projects
 Improve methods and tools for project
management
Project
Management
 Assess and improve skills of project managers
 Define and implement standards and guidelines
for project management and project controlling
Optimise project management of
each individual project
33
Content
1
Introduction
2
Career development
3
The consulting market
4
Roles of the consultant
5
Consulting project design
34
5
Consulting Project Design – Overview
Arthur D. Little was asked to define Hidroelectrica´s strategy options in following six phases
with particular objectives
1
6
Drafting Strategy
Implementation Plan
Energy Market Analysis
Analyse the energy market on both the
EU and national level in order to identify
the key challenges for Hidroelectrica
2
Company Position
Create updated strategy for
Hidroelectrica which will enable the
company to become one of leading
energy group in the region
Assess Hidroelectrica’s strategy vs.
current market position, evaluate
Hidroelectica’s performance and identify
areas for optimization
5
3
Financial Modeling
and Valuation
Quantify measures that enables
modeling of Hidroelectrica’s financial
performance, prepare financial model
enabling strategic and business
planning
4
Scenario Impact Modeling
Identify ideal market development
direction for Hidroelectrica and realize
business risks for Hidroelectrica
associated with anticipated market
changes and development
Market Development
Identify key market drivers that are
likely to change significantly in order to
capture the most influential market
change factors
35
Consulting Project Design – Project Approach
Energy Market Analysis – Arthur D. Little’s approach
1
2
Analysis of Internal
Factors
Key Activities
Analysis of External
Factors
3
 Identification of
challenges based on
European energy policy
and changes in the
electricity market
 Analysis of current and
future impact of latest
development of
renewables (incl. Hydro)
 Benchmarking of
European Regulation
 Analysis of “As-is”
situation on Romanian
energy market
 Analysis of Romanian
regulatory framework
 Analysis of current
technology deployed and
benchmarking with
European best practice
 Definition of renewables’
role in the energy policy
Deliverables
5
 Overview of relevant
trends (price, demand…)
 Overview of Renewables
development in Europe
 Benchmark and
overview of Regulatory
conditions
 Gap Analysis between
Romanian and European
energy market
 Gap Analysis between
technology deployed
 Description of situation
in renewable sources
4
National Energy
Outlook Analysis
Risk Analysis
 Analysis of current and
definition of future
position of hydro energy
in Romania
 Forecasting of energy
consumption and
production potential
 Prediction of Romanian
energy policy and
regulatory development
 Identification of strategic,
operational and system
risks
 Building up/updating a
risk catalogue
 Definition of Risk
Appetite and Risk
Capacity
 Definition of top 15 risks
 Definition of risk
mitigation plan
 Overview Romanian
energy strategy and
regulation
 Outlook of the future
Romanian energy
market development
 Share of renewables
outlook
 Evaluation of
Hidroelectrica’s Risk
Management system
 Determined Risk
Appetite & Risk Capacity
incl. benchmark
 15 top risks and their
mitigation
36
Consulting Project Design – Project Approach
Company Position – Arthur D. Little’s approach
Key Activities
1
Deliverables
5
2
3
4
EU Energy Program
Impact Analysis
Hidroelectrica’s
Position Definition
 Analysis of key market
changes caused by the
European Energy
program
 Analysis of EU strategy
towards future market
regulation
 Definition of challenges
for Hidroelectrica based
on the EU energy
program development
 Analysis of current
Romanian market (incl.
key players)
 Identification of key
changes based on the
anticipated changes
(new entities)
 Identification of
Hidroelectrica’s current
and future position (e.g.
SWOT analysis, ..)
 Analysis of current value
chain of Romanian
energy market
 Identification of possible
“value chain” changes
based on the anticipated
change
 Identification of gaps
between European and
Romanian market value
chain
 Definition of various
European business
models
 Description of European
Best Practice
 Identification of
advantages and
disadvantages of each of
the models with respect
to the Romanian market
 List of key milestones
influencing
Hidroelectrica’s business
 List of future business
risks and high-level plan
how to mitigate these
risks
 Romanian energy
market analysis
 Gap analysis between
prior and after situation
 SWOT analysis of
Hidroelectrica
 Value chain analysis for
both “prior” as well as
“after” markets
 Value chain Gap
Analysis between
Romania and Europe
 Description of European
business models
 Ranking of the models
according to their
performance and
applicability Romania
Value Chain Analysis
Business Model
identification
37
Consulting Project Design – Project Approach
Market Development – Arthur D. Little’s approach
1
2
Key Activities
Definition of
Market Drivers
Deliverables
5
3
Identification of
Development Barriers
4
Scenario Definition
and Validation
Risk Definition
 Definition of factors
(“drivers”) that have
impact on
Hydroelectrica’s
business model
 Definition of conceivable
developments for the
relevant drivers
 Definition of future
market potential
 Ranking of influential
market development
factors for each of the
identified and relevant
market drivers
 Validation of each of the
selected factor through
various available and
accessible tools
 Identification and
quantification of
development barriers
 Definition of market
development scenarios
based on the market
drivers:
 Validation of the
scenarios with respect to:
– Likelihood
– Coherence
– Uniqueness
– Completeness
 Aggregation of all
identified risks
 Final evaluation of each
of the collected market
development risks
 Creation of market
development Risk Matrix
 List of key market drivers
 Description of market
potential
 Description of eventual
market development
barriers
 Defined ranges of
expected drivers
development
 Summary of relevant
scenarios
 Detailed description of
validated scenarios
including input values of
the market drivers
 Overview and
quantification of risks
associated with each of
the market scenarios
38
Consulting Project Design – Project Approach
Scenario Impact Modeling – Arthur D. Little’s approach
1
2
Key Activities
Definition of areas influenced by market
changes
Deliverables
5
Analysis of Individual Scenarios and Shaping
the Future vision
 Analysis of Hidroelectrica’s operations from various
perspectives:
– Products and processes
– Organization
– Resources & Competencies
– Stakeholders
 Definition of best practice for the most likely market
scenario
 Gap analysis between the best practice and current
situation
 Identification of areas which are most sensitive to
eventual market changes
 Modeling of different market situations
 Analysis of eventual influence on:
– company’s market position
– profitability
– operations
– strategy compliance
– etc….
 Suggestion for eventual risk elimination activities under
each individual scenario
 Definition of the Hidroelectrica’s future vision
 Identification of key areas influenced by market changes
 Analysis of Hidroelectrica’s business situation under
each of the market situation modeled
 Definition of areas for operational improvement
 Hydroelectrica’s business model with several scenarios
based on strategic market changes
 Gap Analysis between different market models
 Concept of Hidroelectrica’s future market position and
business model
39
Consulting Project Design – Project Approach
Financial Modeling and Valuation – Arthur D. Little’s approach
1
2
Key Activities
Strategic Measures
Identification
Deliverables
5
3
Financial Model
Setup
4
Risk analysis
Enterprise Valuation
 Detailing the areas of
Hidroelectrica’s
operational improvement
including target values
 Setting up a list of
measures
 Quantification of
measures in terms of
– business impact
– organizational impact
– stakeholders impact
 Definition and analysis of
the modeling purpose
 Drafting the model
structure and financial
planning mechanisms
 Defining model inputs
and basic contingencies
 Setting up financial
calculation algorithms
 Model testing
 Running a sensitivity
analysis of the financial
model results
 Identification of main risk
drivers based on the
analysis results
 Categorization of the risk
drivers and matching
them with the
Hidroelectrica’s risk
management system
 Setting up the valuation
framework:
– financial plan
verification
– level of value
determination
– going concern
verification
– valuation techniques
 Calculating the
enterprise value
 Detailed vision of
Hidroelectrica’s
operating model
 List of improvement
measures with business
impact quantification
 Financial model that
enables Hidroelectrica to:
– model impacts of
strategic measures
– strategic and business
planning
– track performance
 Sensitivity analysis tool
enabling to quantify main
business risks
 Measures to mitigate
identified risks
 Updated risk catalogue
 Documented valuation
process
 Enterprise value
determination algorithm
based on the financial
model
40
Consulting Project Design – Project Approach
Drafting a High Level Strategic and Implementation Plan – Arthur D. Little’s approach
1
2
Key Activities
Completion of Strategy and
Identification of Key Activities
 Finalization of Strategy for Hidroelectrica
 Quantification of value potential based on analysis of
gaps between Hidroelectrica’s current and targeted
situation and based on the valuation model
 Identification of “quick wins” and mid/long-term focus
areas and action steps
 Verification of “quick wins” with key stakeholders
 Prioritization of “Quick wins” and mid/long-term action
areas based on associated risk and value potential
Completion of the Implementation Plan
 Preparation of detailed Implementation Plan incl.
– detailed timeline and list of activities
– resource plan
– stakeholders impact analysis
– communication plan
– quality plan
– change management plan
– reporting and controlling procedures
– etc…..
 Definition of key implementation success points and their
limits
Deliverables
5
 Finalized Strategy Plan
 List of “Quick wins” and quantification of their added
value
 List of mid/long-term action areas and quantification of
their added value
 Prioritized list of action areas
 Workshops with Hidroelectrica’s management
 Complete Implementation Plan Documentation
 “Handover to Hidroelectrica’s management” activities
– workshops, trainings
41
5
Consulting Project Design – Project Approach
The whole project will be divided into six subsequent phases with a coordination
and project management being executed over the whole time period
Project Timeline
Work package
Week
1
2
3
4
5
6
7
8
Energy Market Analysis
Company Position
Scenario Development / Risk
Scenario Impact Modeling
Financial Modeling and Valuation
Implementation Plan
Coordination and Project Management
Important Steering Meetings
42