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MC Case - Group 5

1) The consultant would not have approached the problem the same way as an internal operations manager because the company lacked integration between its sales, procurement, and production departments and employees resisted change. 2) In assessing Maria Chen's performance, she did not meet the engagement objectives, did not work closely enough with the internal team, focused on quantitative analysis before qualitative process review, and did not communicate well with the client or internal team. 3) To improve, Chen should have involved her seniors more, clearly communicated objectives and approach to stakeholders, identified problems by interviewing clients before modeling, worked more closely with the internal team, and proposed quicker solutions.

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Tarun Ajwani
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110 views4 pages

MC Case - Group 5

1) The consultant would not have approached the problem the same way as an internal operations manager because the company lacked integration between its sales, procurement, and production departments and employees resisted change. 2) In assessing Maria Chen's performance, she did not meet the engagement objectives, did not work closely enough with the internal team, focused on quantitative analysis before qualitative process review, and did not communicate well with the client or internal team. 3) To improve, Chen should have involved her seniors more, clearly communicated objectives and approach to stakeholders, identified problems by interviewing clients before modeling, worked more closely with the internal team, and proposed quicker solutions.

Uploaded by

Tarun Ajwani
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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DELOITTE AND

TOUCHE CONSULTING
GROUP

Group 5 Management Consulting as


a career

Q1 - Would you, as an external consultant,


have approached the improvement problem
in the same way as an Internal operations
manager?
NO we as an external consultant would not have approached the
problem in the same way as an internal operations manager as :
1. The company as a whole was decentralized. The Sales,
Procurement and production department were not integrated and
the processes were not in place. Since the company adapted
direct sales and gave more importance to the same, it faced
challenges in inventory management
2. The employees faced computer mistrust and did work manually
adding to the lack of integration in the departments
3. Most of the employees had been with this organization for over a
decade and hence were against change. Also the shop floor
manager was under the assumption that processes were in place

Q 2 - What is your assessment of Maria


Chens performance?
In our view, Maria Chen has not delivered to the client due to the
following
1. The engagement objectives as per the team were different than
her objectives
2. She did not work closely with Rohan and his team, when they
needed to, due to the nature of the work
3. Dived into spreadsheet modeling based on quantitative analysis
rather than focusing on the nature of the engagement. (should
have done a qualitative review of Processes before this step)
4. Did not communicate often with the client or even Deloittes
internal team
5. The Factory floor recommendations are generally difficult to
implement and that too to see results in the12 weeks window

Q 3-What should Chen do differently, if any,


in your view?
Had we been , Maria Chen we would have considered the following
1. Considering this is first client facing engagement, would have
kept my seniors in the loop more often regarding the framework
and approach to be used
2. Would have had a clear understanding with the stake holders
regarding the objective of the engagement and clearly
communicated a step by step process with the client (considering
this is the first engagement of the client with a MC firm)
3. Would have first identified the problem by interviewing key
members of the client side, analyzing process maps and then
probably proposing to build a spread sheet model
4. Would have worked closely with Rohans team due to inter
dependence of work
5. Would have identified the problem and proposed the quickest
solution to the client / Deloitte team (not the shop floor re-design

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