• Gain insights into the management consulting industry: 1) Be familiar with the consulting industry and profession, 2) Grasp the lifecycle of a project, up to implementation, 3) Understand various ways to manage a consulting project, 4) Realize the different types of firms and projects
• Learn the problem solving approach of top consultants: 1) Be able to define and scope a strategy project, 2) Learn how to identify core business issues and prioritize analysis, 3) Develop approaches to gather and analyze data, 4) Learn how to synthesize analysis and recommend solutions to clients
• Develop the key communication skills: 1) Articulate a compelling storyline based on analysis, 2) Convey findings and recommendations concisely, 3) Recognize the range of influencing tactics to win support from key stakeholders, 4) Write a basic letter of proposal for a consulting project
• Know how to build trust-based relationships with clients: 1) Discern the sponsors and key constituencies on a strategy project, 2) Identify the approaches and resources that can be deployed, 3) Learn the top-down though process of top management 4) Understand how consultants build trust with clients

This course provides the students with the fundamentals of management consulting. The course is organized around the core problem-solving and behavioral skills. It will take students through the four phases of a strategy project: defining the scope, structuring the problem, gathering and analyzing data, and developing recommendations. The course is relevant to those interested in entering consulting and/or accelerating their managerial career.

The course combines theoretical papers with interactive class sessions, where real life case studies will be analysed and discussed. It offers students the opportunity to immerse in an experiential learning, in an intense and collaborative class environment. At the end of the course, students will know the basic problem solving and behavioral skills that top consultants deploy in their projects for the world’s largest corporations.

Preliminary assignment: TBA

Part I: Consulting Industry (Class 1-4)
Class 1: The changing consulting landscape and trends

Class 2: The consulting approach and skills needed to succeed

Class 3: Types of consulting and why clients need them

Class 4: Strategic thinking: business models and business strategy

Part II:  Problem Solving Skills (Class 5-8)
Class 5: Problem definition and scoping

Class 6: Problem structuring and prioritizing

Feedback activity: Multiple choice test in class

Class 7: Data gathering and analysis

Class 8: Analysis, synthesis and recommendation

Part III: Behavioral Skills (Class 9-11)
Class 9: Developing and presenting a storyline

Class 10: Building trust-based relationships

Class 11: Career opportunities in consulting and interview preparation

Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams end February 2019 at the latest.

Mandatory readings:

● Staffan Canback: The logic of management consulting, Journal of Management Consulting 10 Nos.2 (Nov 1998) and 3 (May 1999), pp3-11 and 3-12
● What's your strategy for Managing Knowledge?, HBR, 1999
● Evidence Based Management, HBR, 2006
● How senior managers think, Daniel J. Isenberg, HBR, Nov 01, 1984, Prod. #84608-
● Clients vs. Consultants: Fishbowl or Foxhole?, JMC, 2001
● Building theories from case study research, Eisenhardt, KM, AMR, Vol. 14, 4, 1989
● Overcome the Fatal Flaws of Consulting: Close the Results Gap, Scaffer, Robert H, Business Horizons, Sept-Oct, 1998
●  A note on ethical decision making, UV0099, Darden Business Publishing
● Consulting and You, Carrol Harris, Journal of Management Consulting, 2001
● Cases (TBA before class)
● E-learning courses (Case Toolkit and Inside Consulting): https:/​/​courses.consultingprep.com/​courses

Additional relevant readings:

● Block, Peter. Flawless Consulting, latest edition. University Associates, La Jolla.

● Greiner, Larry E. and Poulfelt, Flemming. Management Consulting Today and Tomorrow -
Perspectives and Advice from 27 Leading World Experts. Routledge Publishing.
2009/2010.
● Greiner, Larry E., Olson, Thomas H. and Poulfelt, Flemming. Management Consulting Today and Tomorrow Casebook. Routledge Publishing, 2009/2010.
● Rasiel, E., (1999), The McKinsey Way, McGraw-Hill
● Schein, E. (1999), Process Consultation Revisited: Building the helping Relationship, Addisson-Wesley Publishing Company, Inc.
●Zelazny, G. (2000), Say It With Charts: The Executive's Guide to Visual Communication,
McGraw-Hill, 4th Edition
● Minto, B. (2009), The Pyramid Principle: Logic in Writing and Thinking, Pearson
Education Limited
● Koegle, T. J. (2007), The Exceptional Presenter: A Proven Formula to Open Up and Own
the Room, Greenleaf Book Group Press, 1st Edition