CS代写 ISYS90045 Professional IS Consulting ©2022 The University of Melbourne

Professional Advice

ISYS90045 Professional IS

Consulting

Giving Professional Advice

Tonight’s Agenda

Professional Analysis

 Define and understand giving advice

 Define and understand consulting advice

Intended Learning Outcomes (ILO’s)

Giving Advice

Acknowledgement : 2021

Engagement Lifecycle

How is work won and performed in consultancies?

Risk assessment and
internal inquiry

Winning the

Contractual
negotiation

Delivery and

management

Still here!

Introduction

 Consulting and advising are two distinct terms that are often

lumped together when thinking about business processes and

improvement.

 Advisers and consultants both have deep knowledge of their

respective disciplines,and they solve problems in very similar

 There are some critical differences,however.

Consulting

 “Consult” is borrowed from Latin consultare,

itself from consulere, which means to

“deliberate, counsel, or consult.” Similar to an

adviser,consultants have deep knowledge of

their disciplines and employ various

organizational strategies to advance a

 Consultants leverage their problem-solving

skills to tackle a specific issue impacting a company

Advising the Client

Rational vs Emotional

 When communicating with Stakeholders we need to

consider the needs of ourAudience in three ways

• Rational

• Emotional

• Instinctive

Instinctive

Communication

Instinctive

Example: Dear Shirley

Advising the Client

How do we start to bring all the information we’ve gathered and

analysed into recommendations and advice?

Particular type of communication style can be used

to present this type of information to clients

Structured Communication Style

 Situation – describe what is the current situation

 Complexity – describe the tension/ issue in the situation

 Question – describe the question in response to the issue/ tension

 Answer – suggest answer to ease out or mitigate the issue/ tension

Complexity

Example SCQA

Situation, our online presence doesn’t appear to be

enticing our customers

Complication, our competitors have invested a lot of money

developing their on line presence

Question, how do we regain the customers that we may have lost

to our competitors?

Answer, there are several options

1 Moving away from online altogether

2 Change your product offering

3 Invest more heavily in your online platform

Example SCQA – Sparkles Shoes

Situation;“For years, Sparkle Shoes has shown a steady

increase in yearly revenue and profitability.”

You’ve established your familiarity with their company, established a

positive atmosphere, and set the stage for your story.

Complexity: “This quarter,Sparkle Shoes’ profitability

unexpectedly flat lined for the first time in company history.”

You’ve made the dilemma immediately clear to everyone.This creates a

sense of urgency, compelling the executive to listen and possibly act, based

on your upcoming ideas. In short, you’ve grabbed their attention.

Example SCQA – Sparkles Shoes

Question:“How can we increase profitability for Sparkle

 You’ve started a question and answer dialogue (drawn from ancient

techniques, like the Socratic Method). In the pyramid the question

extends logically from the complication, which keeps the overarching

problem mentally straightforward and easier to follow.

 Note****** that the question above is over simplified – in practice, a good

question is often more subtle and the result of analysis to ensure the right

question is asked.

Example SCQA – Sparkles Shoes

You’re not looking for a one-size fits all solution here.The question you

raise needs to have answers that are mutually exclusive and

completely exhaustive, otherwise known as MECE.

Mutually Exclusive means that each component is distinct, there is no

overlap, and that you can address each part on its own without

worrying about the other components

Completely Exhaustive means you have included every possible

Example SCQA – Sparkles Shoes

For Sparkles Shoes example, start with a relatively simple answer.To

increase profits,you can do two things:

• Increase revenues

• Decrease costs

Neither option overlaps with the other,so they are: mutually exclusive,

There are no major paths to profitability that fall outside of either

category, so they are also completely exhaustive.

If your answers aren’t mutually exclusive, the lines become blurred, and
clients may become confused and try clarify your logic on the fly. If your
answers aren’t completely exhaustive, clients’ minds may wonder what is
missing and ask you,“What about these other options?”

Discussion – Unsolicited Advice

Have you ever been the recipient of advice you’ve

never asked for?

Example, been told to quit smoking (or other bad habit) by a

well meaning work colleague?

How did you react?

You’ve been given unsolicited advice

As a rule, Clients do not respond well to unsolicited advice

Managing advice

Expensive versus inexpensive versus free

 Clients are more likely to act on “expensive” advice given

by expensive advisors

Surprising versus expected

• Clients hate surprises! Surprises should always be raised tactfully and

verbally with the client before broadcasting or publishing in writing

Evidence-based versus opinion – hypothesis-driven

• Advice always carries more weight if supported by solid

Managing advice

 Costs, benefits, risks

 Advice is more valuable when quantified in terms of these

 Some consultants like to use ‘power statements’

 Examples

 By installing this device you will cut unauthorised access by 80%

 This technique will improve response times to less than 1

 This technology will cut processing costs by $1.88 per transaction.

Managing advice

Attractive versus tough

Bad news or difficult advice is best delivered verbally to the client before

broadcasting to others or publishing.

Learning: Give the client time to assimilate before expecting fast

Conflict with other company goals

 Advice that conflicts with other client goals will likely be

disregarded and may attract client dissatisfaction

• Example: You suggest reducing costs by closing the client’s office in KL

because of low profits, but the client believes it is important to maintain a

presence in major SE Asia Capital cities.

• Giving advice from a trusted position

• There is a structure to enable you to deliver the advice succinctly

• Situation – describe what is the current situation

• Complexity – describe the tension/ issue in the situation

• Question – describe the question in response to the issue/ tension

• Answer – suggest answer to ease out or mitigate the issue/ tension

• Important to manage a range of issues when giving advice

This seminar has explored the issue of giving professional advice

• Consultation and Advice

• Define and understand the purpose and form of advice

• Define and understand consulting advice

• Structured Communication Style

Slide 1: ISYS90045 Professional IS Consulting Seminar 5 Giving Professional Advice
Slide 2: Tonight’s Agenda
Slide 4: Engagement Lifecycle
Slide 5: Introduction
Slide 6: Consulting
Slide 7: Advising the Client
Slide 8: Advising the Client
Slide 9: Rational vs Emotional
Slide 10: Examples
Slide 11: Example: Dear Shirley
Slide 12: Advising the Client
Slide 13: Structured Communication Style
Slide 14: Structure
Slide 15: Example SCQA
Slide 16: Example SCQA – Sparkles Shoes
Slide 17: Example SCQA – Sparkles Shoes
Slide 18: Example SCQA – Sparkles Shoes
Slide 19: Example SCQA – Sparkles Shoes
Slide 20: Discussion – Unsolicited Advice
Slide 21: Managing advice
Slide 22: Managing advice
Slide 23: Managing advice
Slide 24: Summary
Slide 25: Summary

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