INTRODUCTION TO STRATEGY CONSULTING
Chicago GSB EXP 11 Barcelona, 20 October 2004
Marc Kitten [email protected]
This material was used during an oral presentation; it is not a complete record of the discussion. It is based solely on publicly available information Whatever you do, wherever you go, they will be there…
FOREWORD: WHY DO YOU NEED TO UNDERSTAND MANAGEMENT CONSULTING?
1. You may become a consultant • 20% to 30% of MBA graduates join Management consulting firms
2. You are likely to hire or work with an • Most Fortune 500 corporations external consultant hire external consultants
3. You will have ex consultants as • Most consultants get colleagues (consultants skills are management positions in the industry after a few years transferable)
You cannot escape consultants!
1 SUMMARY
• Management consulting firms offer a few thousands jobs every year. Those jobs are among the most competitive, especially with top strategy firms
• Whatever the role and the type of project, working as a consultant requires following a set of principles aligned with an organisation aimed at optimising efficiency and effectiveness
• If you want to become a management consultant, preparation will be key
2 HISTORICAL BACKGROUND
• During the later part of the 19th century, engineering, accounting and law firms started offering independent corporate counsel to fast-growing and increasingly complex industrial organisations in the US. Arthur D. Little was the first external consultant to bring operational effectiveness to its manufacturing clients
• It was not until the 1930s and the Great Depression that management consulting firms grew beyond a few founding partners, with the notable examples of McKinsey and A.T. Kearney
• A few years later, Marvin Bower was to transform McKinsey and the industry when he started developing the firm after the model of the law firms into the first strategy consultancy, dedicated to solve the problems of the CEOs
• The 70’s saw the real explosion of the industry with the rapid growth of new competitors: BCG as a Booz Allen spin-off, Bain as a BCG spin-off, etc
• Big audit firms like Andersen started to capture part of the strategy market through their consulting arms, to retreat a few years ago
• The latest development is the rapid emergence and growth of networks of independent consultants like Candesic, more closely aligned to the model of law partnerships
3 Even at strategy firms, pure strategy projects represent only one component of the activity
TYPES OF PROJECTS AT A MANAGEMENT CONSULTING FIRM
Corporate vs. B.U. • Organisational design & CEO AGENDA • Market analysis governance /Due diligence • Performance management • New product • Leadership Strategy Organisation •M&A • Sales force and channel • Alliances management
• Marketing, CRM, Revenue growth or cost reduction Other Operations branding, pricing • Purchasing & supply management • Financial • Change management and Process engineering improvement • Risk management –Logistics, supply chain • Technology –Manufacturing • Communication –Business process redesign –Business process outsourcing 4 “Management” consulting is a broad concept: the bulk of it is in IT-related activities
TOP 15 MANAGEMENT CONSULTING FIRMS WORLDWIDE BY SIZE Strategy consultants
Turnover, $b (Estimates 2002-2004) Employees (Estimates 2002-2004)
Accenture CSC IBM Business Consulting Cap Gemini Ernst & Young McKinsey & Company Deloitte Consulting BearingPoint (ex KPMG) Booz Allen & Hamilton Hewitt A.T. Kearney (EDS) Altran Boston Consulting Group Bain Mercer + Oliver Whyman Roland Berger Monitor
024681012140 10000 20000 30000 40000 50000 60000 70000
Source: Business Week, Vault , Consulting city 5 THE MARKET FOR STRATEGIC CONSULTANCY IS CHANGING
Clients becoming much smarter consumers
Increased competition from Value of “Top I-Banks, Big-5, Strategy Level” strategy- niche consul- Consultancy only projects tancies, research hard to justify houses
Dynamic market and economy
6 CURRENT TRENDS IN MANAGEMENT CONSULTING – UK EXAMPLE Average income per consultant, £
190,000 180,951 180,045 175,000 168,987 156,608
111,493
36,009 19,063 4,084
1960 1970 1980 1990 1995 2000 2001 2002 2003E 2004E
Source: UK Management Consultancies Association 7 SURVEY RESULTS - RECENT TRENDS IN MANAGEMENT CONSULTING Balance of opinions
Sectors expected to grow / decline in 2003 Business lines expected to grow / decline in 2003
1000 1000 900 800 800 700 600 600 500 400 400 300 200 200 100 0 0
r s il s g T to ie ta e in M g n nt th e y IT M ec ilit e vic ur T in io e w nc eg R -200 S t R r ct rc ct m o a t C ic U Se fa u u e r m tra bl & l u so ed ov G or S u gy cia an ut t r r ue rf P er n M O s p n e n na o Im ve P E Fi C ss e an e R m oc u Pr H
Source: The Annual Consultancy Forum, London 2003, Polling ~ 1,500 management consultants 8 CURRENT DIFFICULTIES
• Relatively high-priced, inflexible model
• Drop in revenues • More difficult to justify high price
• Generalisaton of discounts or free services • Less differentiation as clients develop • Reduction of average engagement length internal knowledge and expertise
• Reductions of headcounts • Lack of tech expertise • Competition from research houses
9 Work of strategic or highly specialised nature tends to involve smaller teams with high billing rates per consultant
DIFFERENT BUSINESS MODELS - I
550 Boutiques Strategy
McKinsey Monitor BCG OC&C Marakon Bain
Parthenon LEK Roland Berger Mars Diamond Mercer Booz Allen 300 Cluster Independents Operations
Candesic Gartner Deloitte Accenture CGEY IBM Consulting Bearing Point
Yearly revenue per consultant, $ 000’s EDS CSC 150 Hewitt 100 1,000 100,000
Consultants Headcount (log scale)
Source:Top Consultant; Vault; Press search; Candesic analysis 10 From market intelligence to implementation of recommendations, management research and consulting firms offer a broad range of positions
DIFFERENT BUSINESS MODELS - II PRELIMINARY
Corporate Executive Board Subscription
Gartner* Revenue model
Forrester* Accenture McKinsey Per diem/document
Generic Customised
Research and advice
* Focus on technology Source:Interviews, Press search 11 In the field of strategy consulting, the “McKinsey model” has inspired numerous other applications of its core values to other business models
DIFFERENT BUSINESS MODELS - III
The Next Practice “Develop unique solutions with the client teams, acting as strategic and operational coaches rather than as classic consultants”
Involve client Corporate Candesic Executive Board “Deliver top practical and McKinsey “Increase the effectiveness of actionable advice using proven Flexibility executives and their “Offer the best value- Generic talent from top-tier firms and a & cost enterprises by discovering and broad network of industry driven advice to the teaching to this membership experts, analysts, and research world economic leaders” the best new thinking and capabilities” strategies from across industry Specialisation and around the world”
BBDO Consulting “Significantly increase our clients´ brand and customer equity, and hence, increase our clients´ value in the marketplace”
Source: companies websites, interviews 12 Management consulting appears as the most attractive industry for business students
RANKING OF PREFERRED INDUSTRIES AMONG US MBA STUDENTS % of respondents, 5 preferred industries
Management Consulting Consumer Goods Investment Banking Healthcare/Pharma Venture Capital Entertainment/Media Commercial Banking/Financial Services Investment Managing 38% of the students Engineering/Manufacturing in Harvard Business School’s Internet/e-Commerce class of 2002 went into Computer Software consulting Biotechnologies Telecommunications Energy IT Consulting
4 8 12 16 20 24 28 32
Source: Universum 2002 survey of 2,807 MBA students at 40 US business schools 13 Management consulting appears as the most attractive industry for business students
Management RANKING OF TOP 5 EMPLOYERS AMONG MBA STUDENTS consultants % of respondents
European MBAs, 2004 US MBAs, 2004
McKinsey & Company McKinsey & Company
Boston Consulting Group Citigroup
Bain & Company Goldman Sachs
Coca Cola IBM*
Goldman Sachs Johnson & Johnson
Apple BMW
Citigroup Boston Consulting Group
BMW Coca Cola
Microsoft General Electric
Booz Allen & Hamilton Booz Allen Hamilton
4 8 12 16 20 4 8 12 16 20
* Includes PWC consulting now part of IBM Consulting Services Source: Universum 2004 survey of 1,300 MBA students at 18 European business schools, 2004 survey of over 4,000 MBA students at 46 US business schools 14 Management consulting firms with a strong focus on strategy are perceived as more prestigious by consultants
TOP 20 MANAGEMENT CONSULTING FIRMS WORLDWIDE BY PRESTIGE Strategy consultants Rating on a scale of 1 to 10 based on prestige
McKinsey & Company Boston Consulting Group Bain & Company Booz Allen Hamilton Monitor Group Mercer Management Consulting Gartner A.T. Kearney Mercer Oliver Wyman Roland Berger - Strategy Consultants Deloitte Consulting Accenture Mercer Human Resource Consulting Marakon Associates Many top consulting Parthenon Group, The boutiques missing for IBM BCS lack of scale or L.E.K. Consulting international presence Cap Gemini Ernst & Young Towers Perrin BearingPoint
3456789
Source: Vault Top 50 survey 2004. Methodology: 1,100 consultants asked to rate the consulting firms on a scale of 1 to 10 based on prestige (excluding their own firm) 15 If you have any interest for general management, a management consulting experience makes sense
CONSULTANTS SKILLS ARE TRANSFERABLE
Analytical and problem-solving skills
Leadership
General Management
Project management skills
Communication skills
* Note that management consultants do not necessarily make great managers! 16 The value-proposal is very attractive…
REASONS FOR BECOMING A MANAGEMENT CONSULTANT
• Career opportunities (network, clients, firm reputation)
• Working methodology and learning opportunities
• Intellectual challenge / fast pragmatic problem solving
• People
• Money
• Lifestyle
• Delay career decisions
17 … but you need to balance your expectations
REASONS FOR NOT BECOMING A MANAGEMENT CONSULTANT
• Career choice that doesn’t require consulting experience
• Limited scope for fundamental research / pace of problem solving
• Lifestyle
• Money
• People
18 WHICH TYPE OF FIRM?
Advantages Disadvantages
• Strong and coordinated training • Frustrating rules and procedures Operational • Gentle integration into large project teams • Lack of business overview firms • Blue-chip client base • Rigid promotion tracks • Potential for internal transfers • Limited or no top management exposure
Strategy • Strong alumni networks • Up or out policy firms • Potential for fast and international careers • High workload, no room for private life • Exposure to top management issues • Tough in downturns • Generalist early career
Boutique • Often enjoyable work atmosphere • Risk from exposition to specific sector firms • Easy access to partners • Small alumni network • Early responsibilities • Limited transition opportunities • Opportunity for early specialisations
• Autonomy • Immediate personal accountability Independents • Direct exposure to client management • Key-man risk, less brand • No/less profit sharing • Less Blue-chip clients or more B.U. level • Limited institutional training
Source: Top-Consultant.com 19 CONSULTANTS BELONG TO TWO DIFFERENT WORLDS
Traditional consulting firms Independent consultants
ConsPros Pros Cons
• Workload • People • Autonomy • Training
• Partners • Brand • Profit sharing • Accountability
• Up or out •Scale • Exposure •Alumni
• Rigidity • Training
20 There will always be traditional firms and there will always be consultants who want their freedom
EMERGENCE OF A NEW MODEL OF CONSULTING
Traditional consulting firms Independent consultants
ConsPros Pros Cons • People • Autonomy • Brand • Profit •Scale sharing • Training • Exposure
“Taking the best of both worlds”
21 MOST IMPORTANT CRITERIA FOR NEXT CONSULTING JOB Weighted scores, 2002
Quality of work and clients
Salary
Career progression
Work-life balance
Training and personal development
Brand name and reputation
Benefits
Job security
Partnership potential
Source: Top-Consultant.com, survey of ~1500 management consultants 22 SUMMARY
• Management consulting firms offer a few thousands jobs every year. Those jobs are among the most competitive, especially with top strategy firms
• Whatever the role and the type of project, working as a consultant requires following a set of principles aligned with an organisation aimed at optimising efficiency and effectiveness
• If you want to become a management consultant, preparation will be key
23 The CEO relies on various sources of strategic advice, which offer different perspectives
WHO ADVISES THE EXECUTIVE MANAGEMENT?
• Board of Directors
• Internal consulting • External department consultants
24 Strategy consultants are the most efficient resource in unique situations
THE “WHY DO COMPANIES NEED STRATEGY CONSULTANTS” MATRIX
Value Portfolio of Corporate Activities Added Strategy Core Activity Consultants (in-House Capabilities) M&A Restructuring Legal Treasury (Patent Filing, Risk Litigation) Management IT Support HR Management
Outsourced Activity
Administrative Processing (T&E, Payroll) Basic Accounting (Accounts Payable)
Frequency Unique, One-off, Variable but Routine, Stable Unpredictable Predictable and Activities Activities Relatively Regular Activities 25 Source: High Strategy ltd SIX MAIN ROLES OF A CONSULTANT
Educates, benchmarks, recognises need for change
Coach Provides authoritative Provides best-of-class external advice, supports technical expertise management Advocate Expert
Facilitator Researcher Acts as catalyst for change, facilitates internal Gathers market data communication Counselor
Helps solve problems
26 Management consulting is based on a set of principles aimed at optimising efficiency and effectiveness
THREE PRINCIPLES OF (GOOD) CONSULTING
Impact driven pragmatic problem solving – Hypothesis driven – Facts driven – Structuring and Pyramid principle (“MECE”) – Prioritisation and 80/20 (Pareto principle) – Leverage knowledge
Care, not cure !
(Henry Mintzberg) Excellence
Non-hierarchical communication environment Values –Feedback and obligation to dissent – Integrity –Pyramid principle –Objectivity –Constantly forward-moving – Commitment – Curiosity
27 Consultants need to show integrity
ETHICAL ISSUES IN MANAGEMENT CONSULTING
• Unpleasant results With the client • Forced recommendation •Chinese walls •Cost cutting Do the • Data accuracy “Wall Street Journal test”
• Inefficient team members Within the team • Lifestyle • Feedback and development • Intellectual property •Mistakes • Hierarchy
28 Following virtuous principles should ensure avoiding some typical mistakes
SIX TYPICAL FLAWS IN A BAD CONSULTING ENGAGEMENT
• Project defined in terms of consultant’s, not client’s deliverables
• Project scope ignores client readiness
• Grandiose solutions
• Strict separation of work between consultants and client team members
• Labor-intensive use instead of leveraged use of consultants
• Client imposes a solution based on an opinion
Source: Candesic analysis 29 There are typically four different team roles which require a different set of consulting skills
ROLES AND RESPONSIBILITIES WITHIN THE TEAM
Entry level Years in role Role Description
• Acquires and manages senior client Partner* or VP • Contracts and bills • Supervises teams
• Manages project and delivery of solution 3-5 Manager • Liaises with partners • Often conducts presentation
• Manages work streams and client team members 2-4 Consultant • Coaches analysts MBA • Liaises with research and production
PhD • Initial focus on interviewing and modelling Master 2-3 Analyst • Takes part in problem solving Bachelor • Often takes responsibility for logistics
* Often two-tiered partnerships with senio partners (directors) and junior partners (principals) 30 The Manager is the key person to run the project
A TYPICAL TEAM STRUCTURE IN STRATEGY/ORGANISATION
Client Team Member
Consultant Senior Partner
Manager Analyst
Junior Partner Consultant
Client Team Member
Part time Full time
31 Consultants go through various activities that can be averaged across the year
TYPICAL BREAKDOWN OF A WORKING DAY Hours 24
3
7
Project specific
2
1 1 2
2
1 1 1 2 1
TravellingData Interviewing Modelling Client Individual Team Presenting Training Socialising Sleeping Other Total gathering meeting problem problem solving/ solving drawing charts
32 THE CONSULTING PROJECT
MANAGING – Team – Client –Self
Intuition Problem Solution Implementation
Data
ANALYSING PRESENTING –Framing – Structure – Designing –Buy-in – Gathering – Interpreting
Source: The McKinsey Mind, E. Rasiel 33 WHAT THEY ARE LOOKING FOR IN THE CASE INTERVIEW
Would it be pleasant MANAGING to work with you in – Team the team ? How good is – Client –Self your logic ? How would clients perceive you ? Intuition Problem Solution Implementation
Data
ANALYSING PRESENTING –Framing – Structure – Designing –Buy-in How good are you at – Gathering communicating your – Interpreting logic ?
Source: The McKinsey Mind, E. Rasiel; Vault 34 USUAL STEPS IN A STRATEGY ENGAGEMENT
Strategic Direction Situation options to Portfolio Planning and setting analysis address management execution uncertainties
•Mission • Industry • Assets for and • Portfolio of • Execution • Vision profitability drivers of value strategic requirements creation opportunities • Aspirations • External forces • Alignment of • Competitive organisation position and • Execution plan sources of competitive advantage • Uncertainties
35 ANOTHER PROJECT EXAMPLE: SALES FORCE EFFECTIVENESS
Problem identification Data gathering and Analysis Problem solving Communication (market and internal)
2-4 weeks 5-10 weeks 2-4 weeks Interviews Phase 2 Phase 3 with Phase 1 Segment clients, Evaluate performance Implementation top Size of the opportunity monitor and benchmark and take corrective 4-6 months management sales performance actions
End product: Beware of incorrect implementation plan problem definition or for the new scope… organisation
36 SUMMARY
• Management consulting firms offer a few thousands jobs every year. Those jobs are among the most competitive, especially with top strategy firms
• Whatever the role and the type of project, working as a consultant requires following a set of principles aligned with an organisation aimed at optimising efficiency and effectiveness
• If you want to become a management consultant, preparation will be key
37 The recruitment process is typically based on two rounds of interviews to screen the CV, and discuss a business case and specific questions
TYPICAL RECRUITMENT PROCESS AT STRATEGY CONSULTING FIRMS
First round • Possibly a short numeracy or logic test • 2 or 3 interviews with consultants (typically senior consultants and Managers) –Most interviews will include a business case discussion for 20-30 minutes • Possibly Group Exercise: discussion of a business problem by several candidates to test empathy, leadership and teamwork
Second and • 2 interviews with Partners, sometimes with Managers possibly –Again, most interviews will include a business case discussion for 20-30 minutes third round –Partners sometimes prefer to test candidates with questions embedded in casual discussion: apply same rules as in formal case discussion
• Generally communicated within a week or two Final decision • When positive, often accompanied by offer to meet informally with consultants • Rejection should not be taken personnally. Always ask for feedback and record it. Reapplication generally possible after 1 or 2 years provided candidate can show improvement
38 The type of case is often determined by the focus of the consulting firm and the individual experience of the interviewer
TYPES OF CASES
Examples Main skills required
•“Should company X enter/exit a new/old market?” •Big picture perspective Business •“How should company X react to a new entrant?” •Ability to structure and prioritise strategy •“Should company X launch product Y in region Z?” •Broad functional skills cases •“Should company X choose an alliance in country Y?” •Creativity
Understanding of processes Business •“Should company X add capacity?” • Ability to structure operations •“Why did profits of company X decrease?” • Broad functional skills cases •“Should company X change suppliers?” • •“Should company X allocate real costs?” •Comfort with details, analysis
•“How many windows are there in Chicago?” •Comfort with ambiguity “Guess- •“How many screws in a French hypermarket?” •Ability to structure timates” •“What is the size of the surfboard market in Austria?” •Facility with numbers •“Should Germany consider reopening the “Neuer Markt”? •Poise
“Why are manhole covers round?” •Ability to think “out of the box” Brain- • “Describe 10 things you can do with a rabbit” •Creativity teasers • •Ability to prioritise •Logic
39 TOOLS CONSULTANTS USE TO SOLVE PROBLEM
Operational frameworks, maybe
Main strategic frameworks
Basic Basic Basic Basic Concepts Concepts Concepts Concepts (Economics) (Finance) (Accounting) (Marketing)
A robust problem-solving methodology
40 Problem solving can be made easier. We would go into the detail of this process in the next course on business case studies
FIVE EASY STEPS TO EFFECTIVE PROBLEM SOLVING
Step 5
Step 4
Step 3
Step 2 Synthesize findings and Step 1 build argument Conduct critical analyses, go back and forth ? Eliminate all between data non-key issues and hypotheses Disaggregate the issues
State the problem
Problem identification Analysis Problem solving Communication
41 WRITING A STORYLINE*
Use situation, complication, resolution format
State the conditions at point of problem Situation
Flesh out barriers to improving situation Complication
Lay out possible solution path Resolution
* While a well-structured pyramid thought process is necessary for telling a compelling story, the thought process and the storyline are not the same thing: the pyramid is not sufficient for a good presentation 42 Overall Structure: The Pyramid Principle The use of the pyramid to structure the storyline ensures that the audience gets the answer and has context in which to understand details
THE PYRAMID STRUCTURE
Basic premises Main = The 1. Audience is much more interested in Message Answer what the answer is than in how you got it 2. Audience can absorb ideas and draw desired conclusions more easily within context of “big picture” Rest of pyramid supports main message BEING PREPARED
“Our landings … have failed … The troops, the Air and the Navy did all that Bravery and devotion to duty could do. If any blame or fault attaches to the attempt, it is mine alone.”
Note by Eisenhower, 6 June 1944
44 Good luck
45 Appendix
46 Getting into top management consulting firms requires thorough preparation, individually and with others
BIBLIOGRAPHY
• To better understand the work of a consultant –The McKinsey Way, by Ethan M. Rasiel (1999), ISBN 0-07-053448-9 –The Harvard Business School Guide to Careers in Management Consulting (2001) –Dangerous Company: Management Consultants and the Businesses They Save and Ruin, by James O'Shea (1998) –Consulting Demons, by Lewis Pinault & Stephen M. Pollan (2000), ISBN 0-471-49619-7 –Managing The Professional Service Firm, by David H. Maister (1997) –The Trusted Advisor, by David H. Maister, Charles H. Green, Robert M. Galford
• To prepare for the case studies: –Wetfeet Ace Your Case!™: Consulting Interviews (2003, 3 volumes) –Vault Guide to the Case Interview (2003, 2 volumes) –Case in Point, Marc Cosentino –Minto Pyramid Principle: Logic in Writing, Thinking, and Problem Solving, by B. Minto, ISBN 0-273-61710-9
47 Spending, preferences and perceptions of management consulting clients in the U.S.
Strategic consulting looks set to make a comeback on both sides of the Atlantic, according to the latest research. In the US, a new report* shows there is an increased appetite amongst corporate executives for strategic advice. Surveying consulting clients, Kennedy Information found that 87% envisage engaging strategic advisors during the next 2 years - suggesting the hay days may soon be back for the likes of McKinsey, BCG and BAH. This ties in with data suggesting a US economic recovery is underway and that a refocusing on growth strategies is likely to occur amongst big corporate clients.
In the UK a similar story is emerging, with the latest economic data suggesting the UK economy is growing more resiliently than previously thought - and a continued upturn expected over the next 12 months.
The renewed interest in recruiting experienced strategy consultants is the most obvious indicator that Partners expect stronger strategy consulting growth to materialise in 2004. Several of the leading strategy firms are actively recruiting once again, though mostly through discreet channels.
Perhaps the most telling indicator for the sector will become clear during the next 6 weeks, when the strategy consultancies begin their drives to entice and recruit the top talent amongst university finalists. These last 2 years, the presence of many firms at Milkround recruiting events has been a purely token gesture to maintain brand awareness on campus. If October sees a renewed gusto in their attempts to woo the brightest of the bright then we will feel confident that better times are here to stay. Watch this space for a campus update in the next weeks...
Source: Kennedy Information – 30 Sept 2003 48 Consultant News – 12 Oct 2004 - For MBAs the long wait is over - MBA recruiting is back
Two groups suffered more than any other during the consultancy downturn of 2001-2003. First up were experienced consultants whose sector-knowledge and skillsets were suddenly no longer in demand, as public sector experience became far more valuable than private sector expertise.
Even harder hit than experienced consultants, though, were the thousands of professionals that embarked on an MBA course with high aspirations of entering or re-entering consulting upon graduation. Come graduation day, most found they had hit a brick wall as consulting firms put an almost total freeze on MBA recruiting for the duration of the downturn.
Even those high-flyers whose MBAs had been sponsored by a consulting firm often found themselves made redundant - despite the sizeable investment that had been made by the firm in their professional development. Many went to work as freelance consultants, awaiting their opportunity to return to a permanent career and fast-track career path when the market recovered.
18 months on and the situation has thankfully been transformed. The sustained upturn in consulting order books and market confidence has caused consultancies to re-evaluate their MBA recruitment needs and in many cases kick-start quite sizeable recruitment drives.
"We are seeing firms increasingly interested - and active - in hiring both MBA students and recent MBA graduates to fill a skills gap that has developed from 2-3 years of below-average MBA recruitment. Talking to many of the top consultancies it is clear there are a raft of new opportunities opening up in the consulting sector. For all the negative talk a couple of years ago, an MBA does not appear to have lost its currency or any of its allure with the top consulting firms."
Source: www.consultant-news.com 49 LET’S PRACTICE A CASE INTERVIEW
• Case 1: Describe the biggest challenges Glenn Sykes* faces. How would you handle them?
• Case 2: A big Spanish wine producer is thinking about producing a blue wine. What would you do to help them make the decision?
• Case 3: A developing country is considering setting up an organisation against slums. How would you advise them?
* If we have more time, we can replace the name with Ted Snyder’s 50