How to become a qualified enterprise management consultant?

Management consultant is the disseminator of advanced management knowledge and successful management experience, which plays an important and irreplaceable role in optimizing the allocation of productivity and production relations at the micro-level of enterprises and the macro-level of society. Professor Wang told us that Japan, Singapore, the United States, Canada and other countries have developed management consulting industries. In order to standardize the behavior of employees and safeguard the interests of both employees and customers, a quality certification and training system for management consultants has been established to match the development of the industry. However, in China, there are many researches on consulting services (consulting procedures, methods and contents). Although there are also related consulting training and certification work, the qualification standards are vague, the certification process is not strict enough, and the management system is scattered. A unified, widely recognized and mature quality standard system has not yet been formed in the industry. The reason why the quality survey of management consultants is launched this time is to conduct in-depth research on the ability, knowledge and moral system that management consultants should have, so as to promote the healthy and sustainable development of management consulting industry. Professor Wang believes that the research results of this exhibition are a complete quality system necessary for China management consulting. Because this study is based on international standards and international cooperation, and solicited opinions from all parties in China's management consulting industry, it will help the government and industry management departments to standardize the behavior of management consulting practitioners and measure and evaluate their qualifications; Consulting institutions evaluate, recruit and train management consultants, and build management consulting teams; Management consultants take the quality system as a yardstick to measure their own level and make clear the direction of self-cultivation and promotion; Client enterprises identify and evaluate the strengths and weaknesses of management consultants, reduce the risk of entrustment and seize the development opportunities. In a word, it is helpful to promote the professionalization of management consulting industry in China in an all-round way and benefit both customers and practitioners. □ Regarding the authority and standard of this survey proposed by the reporter, Professor Wang admits that there are limitations. For example, the survey area, consulting institutions and client enterprises all have more or less regrets, which shows that the related follow-up research work of consulting industry and management consultants is still very arduous. Calling for the support from all walks of life, Tsinghua University Enterprise Research Center will unite with outstanding institutions to conduct more scientific, detailed and in-depth investigation and research on domestic consulting companies and enterprises, and constantly absorb international advanced experience, so as to improve the overall quality of consulting practitioners in China, improve and unify the qualification certification standards and systems, and promote China. What Qualities Management Consultants Should Have —— Evaluation of Management Consultants' Qualities Liao Lei, Xu Bo, Tsinghua University China Enterprise Research Center (CBRC), Charles Foley, Hong Kong Institute of Management Consulting (IMCHK), and 22 valid questionnaires/kloc-0 copies were collected in this survey. 107 management consultants from 16 consulting institutions and dozens of corporate customers *** 1 14 people filled out the questionnaire. Among them, there are valid questionnaires from management consulting institutions 107. Consulting companies in Chinese mainland account for 78% of the total sample; Management consulting institutions are generally large in scale, and 76% of them belong to 3 1-200-person institutions; Management consulting posts are mostly project managers and general management consulting posts, which basically conforms to the proportion structure of management consulting posts at this stage. In addition, there are 4 valid questionnaires11for corporate customers. State-owned enterprises account for 34%, private enterprises account for 17%, joint-stock enterprises account for 28%, and listed companies and foreign-funded enterprises account for 8%; Most of the respondents are middle and senior leaders of enterprises, accounting for 84% of the total sample. Evaluation methods and scales In the consultant quality system questionnaire, two different types of questions are designed: importance evaluation and priority evaluation 1, and importance evaluation scale:? The evaluation score range is 1-5, where 5 is the most important and 1 is the least important; ? The importance score in this paper is the average of the corresponding samples; ? The higher the score, the higher the importance; 2. Priority evaluation scale:? The sorting range is 1-5, the first one is 1, and the last one is 5; ? The average ranking in this paper is the average of corresponding samples; ? The lower the score, the higher the ranking and the higher the importance. ? Average calculation and ranking: for the same quality factor of the questionnaire, the average value of the management consultant's answer sheet plus the average value of the enterprise customer's answer sheet is divided by two to get the total new average value; Then, according to the ranking of generalized new mean, the ranking of generalized importance of quality elements is obtained. Analysis of the validity of the questionnaire "Management Consultant Quality System Questionnaire" includes three parts: ability, knowledge and morality. Through investigation, the evaluation table of consultants and corporate customers on the ability, knowledge and moral importance of management consultants was obtained. 1 General quality requirements of management consultants. See (average importance) (average importance) for details of clients of management consulting companies. Ability of management consultants 4.74.2 Table 2 Ethics of management consultants 4.54.2 Table 3 Knowledge of management consultants 4.34.2 Table 4 Table 1 reflects that the ability, ethics and knowledge of management consultants are very important, and they have been highly praised by management consultants and corporate customers. The understanding of consultants and corporate clients is slightly different; On the importance, the former thinks that management consultant's ability comes first, morality comes second and knowledge comes third, while corporate customers think that the three are equally important. Ability to manage consultants. See (rank mean) (rank mean) 1 analysis problem 2.02.2 table 2. 1 2 planning consultation process, determining consultation mode 2.82.8 table 2.2 3 communication and expression 2.63.4 table 2.3 4 cultural awareness and sensitivity 3.03.2 table 2.4 5 planning and resources. Corporate customers pay the highest attention to "consulting planning and resource allocation ability" (ranked 2) and the lowest attention to "communication and presentation ability" (ranked 9). This is the biggest difference reflected by the survey results, which may reflect the difficulty of consulting institutions to expand the market in the early stage, and also reflect the value tendency of customer enterprises' demand for consulting effectiveness. Table 3 The moral serial number of management consultants, and the corporate customers (average importance rating) (average importance rating) of moral quality sub-consultants are 4.54.54.44.34.34.34.14.24.24.1as shown in Table 3. The original questionnaire designed eleven sub-items of moral quality, and agreed with these eight qualities. On the other hand, there are great differences between management consultants and corporate clients in the evaluation of moral quality: for "Never undertake consulting projects that cannot be completed and never cause loss of opportunity cost to clients", the rating value of corporate clients (4.4) is quite high, while the rating value of management consultants (3.7) is the lowest value of moral quality sub-item. Table 4 Knowledge quantity and knowledge quality of management consultants, corporate clients of management consultants (average importance rating) (average importance rating) 4.54.14.44.24.3 4.53.64.23.93.84.14.23.64.64434 Management consultants pay more attention to the knowledge base. Corporate customers pay more attention to the understanding of national conditions, industries and enterprises, and the feasibility of solutions. Analysis of management consultant's ability We designed the decomposition elements of management consultant's ability to solicit the opinions of consulting and business circles. From the feedback of the questionnaire, it is difficult for the business community to make a clear evaluation of the elements, and the number of effective questionnaires is small. Therefore, the following contents only reflect the understanding and evaluation of the management consulting community. Limited by space, we extract five abilities that everyone values most; Similarly, it also shows the five most important subdivision elements in each competency. The evaluation object is "intermediate management consultant" (that is, the chief physician with profound theoretical foundation and rich clinical experience in the hospital). Table 2. 1 the average value of the importance score of the ability to analyze problems. Consultants have the ability to grasp key problems among many complex problems. 4.7 Be able to identify the root causes of management problems and distinguish between root causes and manifestations. 4.6 Be able to obtain information and key data through face-to-face discussions and exchanges with customers or others without offending the other party, and use a large number of information collection tools (such as semi-formal interviews and tripartite talks). 4.3 Ability to summarize, refine and summarize problems. 4.3 Can help customers understand their own problems. 4.2 Table 2.2 Ability to plan the consultation process and determine the consultation method The average rating of consultants is that they have the ability to achieve team results throughout the consultation process and establish and maintain a cohesive team spirit. 4.4 Ability to present convincing plans and reports to customers. (Clear logic, no grammatical errors) 4.3 Determine the scope of solving the problem, follow the established policy, formulate a feasible course of action, and use tools and models to solve the problem. 4.2 Be able to criticize team members without damaging team spirit. If the consulting work plan is changed, it can be approved by the customer. 3.9 Table 2.3 The average score of communication and presentation ability consultants is that they can put forward project suggestions or announce project results in front of the senior management of customers, and make the senior management accept consulting plans or purchase consulting services. 4.4 Be able to convey the conclusion and recommended scheme to customers, so as to gain their approval. 4.4 Fully prepare and explain clearly, and be able to properly grasp the discretion of expressing problems in the process of presentation. 4.3 Be able to write professional reports. 4. 1 can exert effective interpersonal influence on customers, so that customers can share his/her judgment on the situation with various stakeholders. 4 Table 2.4 The average score of cultural awareness and sensitive ability elements can establish a high degree of trust relationship with customers. 4.4 Be able to identify the interpersonal political relations in the organization and be sensitive to them. 4.3 Be able to distinguish the different consulting needs of customers' senior leaders and middle managers, and their roles in corporate politics. 4.3 Be able to distinguish the political characteristics of state-owned enterprises, private enterprises and foreign-funded enterprises, as well as the special cultural atmosphere and power structure they bring. 4.2 Understand the consequences of China people wanting "face" and hurting "face". 3.8 Table 2.5 The average rating of planning and resource allocation capacity consultants * * * can provide convincing advice. 4. 1 The consultation proposal can be turned into a consultation scheme. 4. 1 Be able to make your own consulting work plan and manage yourself by objectives. 4. 1 ensure that there are enough customer talent resources and can master appropriate skills to achieve the set goals. In order to effectively complete the consultation task, arrange sufficient and appropriate consultation time. 3.9 What is a management consultant? International Management Consulting Association (ICMCI) defines management consultants as independent people with good quality and ability. He provides very professional services for business, the public or other enterprises. This service includes investigating and determining customers' problems in management, strategy, policy, marketing, production process and organization. Through practical investigation and comprehensive analysis, he put forward appropriate suggestions for business and management applications. Management consultants are characterized by independence, objectivity, integrity and honesty. First of all, management consultants do not exist independently. Generally, they can't finish their work independently and belong to consulting companies or research institutions. Therefore, management consultants need to be evaluated by their consulting institutions. Secondly, the clients of management consultants are generally corporate clients (or government clients). Corporate clients are the final judges of consulting results, and mature corporate clients can identify a qualified or even excellent management consulting consultant from the perspective of consulting work effect. Third, industry associations or government management departments, focusing on the development of the industry and market norms, will formulate a series of guidelines to constrain the operation of consulting institutions and the behavior of management consultants. Mature management departments, such as the relevant departments of Japan's Ministry of International Trade and Industry, have established a dynamic system to grade management consultants and continuously improve their skills through systematic training. Therefore, we can examine the quality of management consulting practitioners from three angles. Of course, the nature of the relationship is different, the work content is different, and the quality standards of the assessment will be different.