LD Inspired - Creating Learning Consultants

Creating learning consultants:using benchmarking to change your conversationsIain CritchleyGlobal BD Skills LeadKPMG International

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Our hypothesis:

2

Appendix – heat map results

Summary

Changing the way we engage with business stakeholders will change the results we will

achieve.


Client perceptions‘L&D just don’t get it’

‘We don’t need training’

‘We tried this before and it didn’t work’

‘You don’t speak our language’


Internal v’s external consultancy

Internal External

Advantage

s

• Integrated understanding of the company, its policies, politics, and culture.

• Opportunity to work from recommendation to implementation of projects.

• Able to proactively create a plan before a problem occurs, instead of scrambling after a problem happened.

• Long-term reputation for good work.• Greater degree of external objectivity.• Ability to be regarded as an expert and

not a peer.

Disadvantages

• Lack of a defined role.• Challenge to ensure decision making is

objective.

• Employees may regard external consultants with suspicion.

• May try to implement one-size-fits-all strategies.

• External consultants may not stay aboard after proposing solution, and most clients don’t want to pay.

Reagan Cerisano - http://www.9lenses.com/internal-versus-external-consulting

http://www.9lenses.com/internal-versus-external-consulting

http://www.9lenses.com/internal-versus-external-consulting


Expect headcount to increase

Indicate positive growth prospects for the global

economy

Believe in their companies' ability to grow

ASPAC and European CEOs are more confident in the global economy and the growth outlook of their businesses than last year

KPMG Global CEO Survey – www.kpmg.om/CEOoutlook

Our need to change is driven by our clients

http://www.kpmg.om/CEOoutlook

https://home.kpmg.com/xx/en/home/insights/2015/07/ceo-outlook.html?cid=oth_soc_gdp_sm_global_2015_%7Bkeyword%7D_CEO+srv+sldshare_ceosrv&utm_source=oth_soc&utm_medium=sm&utm_term=%7Bkeyword%7D&utm_content=CEO+srv+sldshare&utm_campaign=2015+gdp+ceosurvey


decreasing customer loyalty

new entrants disrupting their business model

keeping pace with new

technologies

their competitors’ ability to take away business

from their organisation

relevance of their products and services

3 yearsfrom now

However, CEOs recognise that potential disruptors are a source of opportunity for the future

KPMG Global CEO Survey – www.kpmg.om/CEOoutlook

Challenged by competitive pressure

http://www.kpmg.om/CEOoutlook

https://home.kpmg.com/xx/en/home/insights/2015/07/ceo-outlook.html?cid=oth_soc_gdp_sm_global_2015_%7Bkeyword%7D_CEO+srv+sldshare_ceosrv&utm_source=oth_soc&utm_medium=sm&utm_term=%7Bkeyword%7D&utm_content=CEO+srv+sldshare&utm_campaign=2015+gdp+ceosurvey


Our philosophy: mindset, skillset, discipline

Mindset

DisciplineSkillset

Commercially aware with a sense of personal ownership for business development.

Elevating the professionalism of our approach to business development. Consistently and

continuously doing what we said we were going to do.

If we are really serious about growing our business, we need to look at our people and our go-to-market activities and evolve them to meet client expectations.

Sweet spotWhen we are confident, competent and consistent we are truly client centric, delivering an exceptional client experience that differentiates us in the marketplace.


Skip Walter 2012 - http://skipwalter.net/2012/01/05/the-four-boxes-of-knowing/

Creating a baseline

http://skipwalter.net/2012/01/05/the-four-boxes-of-knowing/

http://skipwalter.net/2012/01/05/the-four-boxes-of-knowing/


The maturity assessment

With 77 questions the Markets Maturity Assessment captures feedback on:• Leadership• Coaching• Mindset• Accountability, Recognition and

Reward• Plan and strategise• Develop and strengthen

Relationships• Create demand• Pursue Opportunities and convert• Deliver excellence• Review and improveIt can be used to compare capabilities, activities and perceptions between functions within a business and also between businesses in a cluster, sub-region or region.The assessment helps to benchmark current state, identify and close gaps in business development, and promote best practice.


What does it measureEach section is covered by between 5 and 10 questions.The response to each question captures how regularly that behaviour, task or activity is observed:• Not at all• Sometimes• Regularly• Very Frequently• Always

The Maturity Assessment maps current state and acts as a benchmark and measurement tool that:• Measures a baseline score• Provides repeatability to show implementation progress• Helps identify and prioritise development gaps

Data is captured using an online survey tool


Using the dataThe data from the Maturity Assessment can be used in a number of ways:• Track year on year progress• Compare maturity assessment results between individuals, sectors, functions and member firms

to:• Identify existing best practice that can be shared• Identify areas of common need where a regional or global solution may be appropriate • Identify where views on maturity differ. This will help identify the right stakeholders to

partner with when finalising assessment ratings• Identify the right people to be part of the Gap Analysis and Implementation planning

processes• Complete the Gap Analysis and develop an Implementation plan


The consultation process has more impact based on the fact:

We have robust data representing multiple views

The data is theirs

It is anonymous

The consultation process


What do you notice?Our Leaders role model great BD Skills

Cross functional Client Service Teams are in place

Everyone has BD objectives as part of their PD cycle

Locally significant accounts have been identified and plans in place

There is a structured skills development curriculum in place

Relationship development is a priority for all staff

A contact programme links senior leaders with our most significant clients

A standard account plan is used by all leaders

Ad hoc coaching conversations occur between leaders prior to client meetings

There are structured meeting debriefs following client meetings


There are inconsistencies in the prevalence of skills development and local skills curricula.

Coaching is recognised as important but less consistently done.

There is a high level of ignorance around the existing solutions available.

In 95% of cases the need for tools and processes to support action can be satisfied using internal resource.

There is a newly increased recognition around the importance of activities surrounding training. The business is more willing to invest in the holistic things to make training successful.

The business appears to be more willing to hear challenge from us relating to the actions they need to take to ensure success.

L&D trends


As a result of adopting a consulting approach: L&D is positioned as an enabler of the change we are driving.

I have a seat at the table when we are discussing member firms sales and markets strategy.

We have a unique insight into member firms current markets maturity.

We understand how our client prioritises actions to take.

I have member firms actively seeking support for the L&D function to develop and deliver BD Skills development and define a BD Skills curriculum.

We are value adding!

Where are we now?


To be a really effective learning consultant: Consulting may not comfortably sit with a traditional approach to L&D

Learning is not the solution in isolation but part of a broader set of ideas. Positioning learning inappropriately reduces its value and impact

Consultancy skills compliment the skill set already possessed by our L&D colleagues

Final considerations



Thank you

Leadership & Management

LD Inspired - Creating Learning Consultants