International
Council of Management Consulting Institutes
San Francisco
Plan
October 4, 2002
Eight Original Toronto Initiatives
1. CMC competency model and
standards
2. Knowledge transfer
3. Marketing/CMC visibility
4. Membership growth
5. Linkages with big practices
6. Communication
7. Linkages with international
bodies
8. Resourcing (formerly “funding”)
Ten Revised San Francisco
Initiatives
1. CMC competency model and standards
2. Marketing/CMC visibility
3. Membership growth
4. Linkages with big practices
5. Member communication and web site
6. Linkages with international bodies
7. Resourcing
8. Accredited practices
9. Institute assessment process
10. Education and training
1. CMC competency model and
standards
… stimulating the creation of a global profession
Ø
set global standards framework at a strategic level
(those minimum standards which are both within and transcend national
boundaries)
Ø
approve and audit national and international
standards covering individual certification and authorization to train and
recommend certification of consultants
Ø
attract the aficionados to refine and validate the
common model
Ø
stimulate national institutes to produce their own
version of the standards
Ø
assist countries with the defining and setting
machinery for adherence to standards within their countries
Ø
spread knowledge about the CBK and competency model
Action Steps:. Angelo
1. Agree to the standard, strategic framework; include
process for applying for a change – 10/02
2. Develop impact on institute as result of failed
assessment – Michael draft for Peter’s review - 11/02
3. Agree on the assessment processes of certification (same
process; different than unofficial, interim peer review reporting/sanctions) –
3-6 months – by 3/03
4. Refine local standards, to ensure equivalence at
strategic level – 6 months – 9/03
5. Agree and refine CPD guideline (continuing professional
development) based on the strategic framework – 3 months – 3/03
6. Update draft CBK that has been reviewed by member
institutes and get agreement on concept -- 10/02; distribute
7. Establish a committee to maintain CBK
2.
marketing/CMC visibility
…establishing the brand
Ø
create a desirable, respected international
brand/mark, i.e., brand the “CMC” (and its co-brands, “ICMCI” and the national
institutes’)
Ø
promote CMC within firms, governments, funding
sources, customers, media and public
Ø
provide a credible designation/brand (CMC) for
individual consultants
Ø
provide ICMCI as a secondary brand subordinate to
CMC (international equivalents; international brand)
Ø
make the brand attractive to the individuals
Ø
establish strong links with media, based on having
material that is newsworthy
Ø
establish stronger links with management/consulting
journals
Action Steps: Shanker
1. Circulate usage
standards in the Reference Manual to all National Presidents and Executive
Directors – annually (include with invoices) Becky – 5/03
2.
Formalize Logo / Trademark through
formal agreement between ICMCI and IMCs on the usage of the CMC
logo by Institutes and their members. Include understanding between individual
and CMC that when membership terminated (or certificate expires) the individual
is no longer allowed to use logo. -- Michael – 1/03
3. Develop branding guidelines including target audience,
how to address, how to position/differentiate services – Shanker – 12/02
4. Promote CMC database in a greater fashion without
conflict (listing charges) with member institutes; periodic communications
demonstrating how linked web databases build; voluntary – up to member – Michael
– 12/02
5. Produce ICMCI story in electronic version brochure for
members to download and print, and circulate to clients. Identify how to get
paid for brochure (e.g., 50-cents) – 11/02
6. Investigate, plan and celebrate common event as world
consulting organization; 1st Sunday of June/July; everyone celebrates
– Shanker – 12/02
3.
membership growth
…gaining greater representation of the total
population, considering both nations as members, and more individual members
within countries
Ø aid the institutes in preparing to qualify for membership
in ICMCI
Ø coach and mentor national institutes in their early
stages of development
Ø aid the institutes in setting up their infrastructure to
qualify individuals and practices
Ø foster the connection between institutes to help establish and
strengthen the national bodies
Ø develop linkages with national bodies that could sponsor the
development of the management consulting profession
Action Steps: Richard
1. Get hubs working. Develop CMC certification board
allowing members to organize under national body – Richard - ongoing
2. Develop Russian model to allow national certification
body to represent more than one management consulting organization – Peter -
ongoing
3. Assemble names of possible members from web sites and
other sources to allow a direct emailing campaign – Richard - 01/03
4. Grade country prospect list – 01/03
5. List members who might need mentoring and the nature of
support they need. Match mentor candidates to identified developing institutes –
Richard – 01/03
4.
linkages with big practices
…having large firms embrace ICMCI competency and
certification practices
Ø
seek out 2-3 large firm leaders for advisory board
Ø
test draft value proposition with advisory board
Ø
explore ways of increasing large firms’
participation in the national and international movement
Ø
promote dialogue among international firms around
authorization to train and recommend certification of consultants
Ø
promote dialogue between the national institutes
and consulting firm associations within the countries
Ø
promote the accredited practice concept
Ø
discuss with large practices ways of dealing with
difference between countries and between practices
Action Steps: Barry
1. Define a clear strategic approach to firms – 1/03
2. Conduct selected dialogue with international firms and
national institutes to embrace the “certified practice” concept – 1/03
5.
member communication and web site
…promoting the open flow of relevant information across
ICMCI
Ø
provide information on ICMCI activity and products
Ø
share information within ICMCI members
Ø
share information externally via web site
Ø
publish web newsletter
Ø
create an environment of openness and access to
information
Ø
include web polling feature to collect data from
institute members and visitors – survey; research
Ø
provide corporate memory of ICMCI and Management
Consulting subject matter (statistics, comparative data, trends, papers)
Ø
attract external visitors to CMC directory (joint
with marketing)
Ø
create within member institutes a sense of
belonging and feeling of “connectedness” with ICMCI
Action Steps: Michael/Becky...
1. Implement the polling capability (45) – 10/03
2. Improve the metatagging - 1/03
3. Begin to publicize the results of all meetings (ExCom,
hub, congresses) - 1/03
4. Post the new committee structure and mandates - 1/03
5. Add all current ICMCI documents (“about us” section) -
1/03
6. Add “best practices” - 1/03
7. Begin program of emailing to member institutes
regarding posting of new material - 1/03
8. Publish monthly communications to directors and trustees
– ongoing
6.
linkages with international bodies
…building global recognition of ICMCI
Ø
ensure registration maintained as an NGO with UN by
sponsorship of international conference (China, Africa) or maybe add a day to a
UN conference, etc.
Ø
identify for each region (or each hub area) what
member institutes are interested in relating to regional or international bodies
(to enhance their own initiatives; coordinate and provide synergy)
Ø
understand how to recognize contact, get
recognized, work with, and maintain contact by funding agencies, e.g., Asian
Development Bank, Africa Development Bank, World Bank, UNDP, US Aid, ILO, local
agencies, all EU funds, DFID (plans for ILO see D’Aprile document; Plans for
Vienna – Prechtel; ICMCI joined CoNGO 9/02)
Ø
get recognized by influential organizations, e.g.,
European Union, ASEAN, APEC (plans for EU see D’Aprile document; AEAN see Gregg
Li)
Ø
build relationships with associations, e.g., FEACO,
AMCF, International Chambers of Commerce (FEACO – Maria Galli; ISO – D’Aprile,
Swiss Pres, Haight; Others as approached – all)
Action Steps: Lynn
1. Build programs by region based on priorities with
timetable – Lynn – 10/02
2. Participate / contribute towards a very successful Chinese
conference; Provide detailed timetable, sponsorship, speakers – Gregg Li, Garry
Ng, Richard, Lynn – 12/03 Shanghai
3. Propose either a) a recommendation how to help run an NGO
organization, or b) other equally important recommendation – Francesco D’Aprile;
Gerd Prechtel - ongoing
4. Build and maintain network of contacts in New York,
Vienna, Brussels -- for UN & EU – Lynn -- ongoing
5. Decide whether constituents of ICMCI would like to
cooperate with BYST on an online mentoring program – Shanker – 12/02
6. Decide what we are to do about a Vienna-based
organization interested in a joint venture, French speaking, working in Senegal,
Mali, Ivory Coast, and Burkina – Lynn – 12/02
7. Build relationships with associations, e.g., FEACO,
International Chambers of Commerce -- (FEACO – Maria Galli & Peter; ISO –
D’Aprile, Swiss Pres, Haight) – Lynn - ongoing
7.
resourcing
…supporting ICMCI projects and operations
Finances - Peter
1. Develop a financial plan related to the business plan;
Identify the goal (how much) and what we want to do with the money. Consider
executive secretary, all expenses, reasonable fee for executive director -
-$100,000 plus; activities for the common good; budget to reimburse ExCom for
official travel and other expenses; distinguish getting money for a project vs.
ongoing, operations (sustainable sources of revenue) – Peter – 2/03
2. Maintain a list of projects we would like to accomplish
if we had funds; consider sponsors for each item; potential sources of revenue;
determine what we would spend on, estimated amount, and associated benefit –
10/02
3. Decide which projects are to be done, complete the
business cases, and seek appropriate funding, identifying whether a national
body or ICMCI seeks the funding – on going
4. Promote increased institute membership of local
institutes; what we can do to encourage people to want to join their local
institutes
5. Promote membership of the CMC website – Michael – 1/03
Human resources
1. Bring in executive officers (maybe 10) from larger
organizations to participate more; establish sub committee to focus on
resourcing initiatives for operational activity (not strategic) – Richard –
12/02
2. Communicate monthly to member institutes more of what is
happening in ICMCI; Make the need and opportunity known – Michael - ongoing
3. Deliver product to national institutes (show value in
order to attract volunteers); using case studies; demonstrate value of being
member of institute and how volunteers can assist – Richard – ongoing - 10/03
4. Explore and build on what developed member institutes
are doing and how they do it; create synergy with other member institutes; put
an ICMCI umbrella over it – Richard – (Austria 01/03)
5. Develop requirements, profile expectations (duties
performed; supervision given); attracting, engaging, communicating, reinforcing,
recognizing, retaining, role of committee chairs; work with executive directors
to identify volunteer candidates – Richard – 12/02
Technology
1. Improve communications to our member institutes; make
knowledge available; turn out product they can use (post best practices on the
web sites: Australia has a practicing certificate for CMCs – post as one page;
UK public relations paper; lessons learned); need to also protect intellectual
property – Michael - TBA
2. Introduce web conferencing – Richard – report 12/02
3. Offer subset of ICMCI website for a fee to member
nations who cannot afford their own technology – Peter Senior – 11/02
4. Develop ICMCI management system run centrally as one set
of technology with many links – Angelo – 12/02
5. Investigate need of a payment gateway on ICMCI website;
sell products;– Michael (Peter Senior) – 11/02
8.0 Accredited practices Barry
1. Put draft protocol into practice for how countries
exercise reciprocity; circulate to all – 10/02
2. Develop value proposition of what we try to sell to
large firms – 10/02
3. Decide on what we do about recalcitrant countries –
currently 7 countries who are not regarded as credible by accredited practices
we have; maybe peer assessment – 10/2
4. Create worldwide agreement how we deal with requests
from internal consultancies to be accredited practices; special attention /
focus; need a clear understanding amongst ExCom – 10/02
5. Finalize the assessment process for accredited practices
– 12/02
9.0 Institute Assessment Process Delivery
Peter
1. Develop impact on institute as result of failed
assessment (help; suspension; sanction; probation; institutes who have already
certified CMC’s – what happens to them? Reciprocity should apply. CMC’s that did
comply in the past can apply to any other member institute to continue
belonging) – Michael will draft for review by Peter - 11/02
2. Identify or agree on approved assessors – 1 month –
12/02
3. Disseminate assessment approach; create assessment
plan/schedule for all institutes; ask for their preferred timing – 3/03
4. Initiate assessment process once local standards refined
and people have done the work of mapping them – ongoing
5. Agree on the assessment processes of certification (same
process; different than unofficial, interim peer review reporting/sanctions) –
3-6 months – by 3/03
10.0 Education and
Training Barry
Ø
Draft and develop a statement of ICMCI education
and training (learning and development) policy and philosophy
Ø
Study feasibility of ICMCI leading and e-learning
exercise through joint venture with learning software provider
Action Steps
1. Produce short concept paper;
distribute to trustees; Response around to all the trustees/ presidents – 1st
poll Saturday
2. Draft business case
3. Research the software
providers
4. Conduct a competitive analysis
5. Simulate financial numbers
6. Report progress and
continue/discontinue decision 1/03
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