Читай и обсуждай. Бизнес-курс английского языка. Учебное пособие

Language Focus

Task 1. Complete the passage using the following words and phrases:

junior-level consultants, services, identify, large consulting firms, expertise, results-oriented practice, project, workforce planning, hiring process, decision-makers

How Consulting Companies Work1 by Ruth Mayhew, Demand Media

Consulting firms lend valuable expertise and provide advice and guidance in many specialized areas of business. There are consulting firms for engineers, human resources, marketing and other professionals, and many 1… offer a variety of talent, thereby broadening their client portfolio. Smaller ones-usually referred to as “boutique” firms — focus their services in just one area of business. Consulting firms have fundamentally similar business processes, regardless of their services or the firm’s size.

Bain & amp Company, a global consulting firm offering 2… in higher education, financial services and technology, states its primary objective as: “We help management make the big decisions: on strategy, operations, mergers and acquisitions, technology and organization”. Companies engage the services of consulting firms to fulfill an area of 3… they may lack in their workforce. For example, a company without a dedicated human resources leader might look to a consulting firm that specializes in human resources for guidance on 4… . or HR strategy.

Networkingisanextremelyimportantfactorinidentifyingpotential clients. Senior-level consultants, usually referred to as rainmakers, often develop professional relationships with corporate executives to gain consulting jobs for their firm. Consulting firms also use other means to 5… clients, such as prospecting for clients through business journals or checking new corporate filings for start-up companies. While the consultant herself may not work exclusively on identifying

1 http://smallbusiness.chron.com/consulting-companies-work-4469.html

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clients, some firms have junior-level staff whose responsibilities include identifying clients and researching contact information for 6… in those businesses.

Onceaprospectiveclienthasagreedtoconsideroutsideconsulting services, the consultant can learn more about the business and closely examine the company’s needs. In meetings with the executive leadership team, the consulting firm can pitch its 7… and the approach they would use to assist the business in achieving its goals. The initial meeting is often compared to a job interview wherein the candidate gets to show her worth. In fact, “An Insider’s Guide to Consulting Firms” suggests: “The process of justifying a consultant should be structured much like the 8… for a new employee”.

Many consulting firms have a library of proposals for the types of servicestheyoffer.Duringmeetingswithexecutives,consultantsobtain information necessary to craft a generic service proposal into one that specifically addresses the business’s needs. Proposals generally focus on current business challenges, activities the consultant will undertake to improve business strategy and the cost to complete the project. 9… are sometimes assigned the proposal development process as a learning exercise.

Oncedecision-makersreviewtheconsultingfirm’sstrategy,approach and promised actions, both parties sign a service contract. Duties may involve some in-house work or periodic visits to the business site for reporting, progress meetings and tactical activities agreed to in the service contract. Upon completion of the10…, the consultant produces a detailed final report that describes the updated status. Finalizing a project may also involve another meeting with executives to provide guidance on how to maintain the consultant’s recommendations.

Task 2. Translate into Russian.

1.A consulting firm is a business that offers specialized expertise to its clients, which may be businesses or individuals.

2.Different firms offer different types of advice, and although there are many types of firms, some of the most popular focus on information technology and management.

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3.Other types consult about include environmental issues and human resources.

4.Each business consulting firm operates in a different manner. 5. Firms may offer consultants who concentrate on a specific

project or those who help train and implement changes to a staff to accomplish specific goals.

6.Project-oriented firms typically specialize in a single business function, such as supply chain or customer relationship management.

7.Thesefirmsanalyzetheirclients’needsandmanagedevelopment, implementation and training until it is completed.

8.Afirm that concentrates on staff augmentation begins its service after a client’s business has been analyzed and projects have been outlined and budgeted.

9. Staff augmentation firms offer very specific resources, methodologies and training, and their job is also complete upon implementation.

10.Insomecases,abusinessmayneedtohiremultipleconsultants for different areas which need improvement.

11. For example, a large company may contact a management consultant to help it increase production.

12. After a company analysis, the individual might recommend implementing new computer hardware and software.

13.If the business does not have the knowledge or capability to implement the new technology, it hires an IT consultant to complete the project.

14.Aconsultant is someone who is hired by an organization, large or small, for their skills and expertise.

15.He or she can help identify problem areas, supplement staffing needs or teach new skills or technologies.

Task 3. Translate into English.

1. Консалтинг — это консультирование руководителей, управленцев по широкому кругу вопросов в сфере финансовой, коммерческой, юридической, технологической, технической, экспертной деятельности.

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2.Цельконсалтингазаключаетсявтом,чтобыпомочьсистеме управления достичь заявленных целей.

3.Консалтинговые компании специализируются по отдельным направлениям деятельности, например, финансовому, кадровому, организационному, стратегическому.

4. Консалтинг — это процесс оказания консультационных услуг, которые могут быть востребованы в любой сфере человеческой деятельности.

5.В международной практике принято выделять три вида консультационных услуг: процессный, или проектный, экспертный и обучающий.

6.В зависимости от конкретных задач на различных стадиях могут применяться комбинации этих трех методов.

7. В России наибольшей популярностью пользуется обучающее (экспертно-обучающее) консультирование, тогда как в западных странах на первые позиции выходит процессное и про- цессно-экспертное.

8. Что касается видов консалтинговых услуг, не существует стандартного списка.

9.Более того, разные консалтинговые компании по-разному классифицируют основные виды или направления консультационных услуг, руководствуясь собственным опытом.

10.По мнению экспертов, в настоящее время можно выделить семь основных видов консалтинговых услуг: общее управление

иадминистрирование, финансовый, юридический, налоговый, маркетинговый, ITконсалтинг и управление кадрами.

11.Консалтинговые услуги могут осуществляться не только в форме консультаций, рекомендаций и совместных решений, но

ипутем выполнения конкретных технических или организационных функций.

12. К таким услугам можно отнести: аудит, бухгалтерское обслуживание, рекрутмент, инжиниринг, PR и отношения с общественностью, инвестиционное банкирование и тренинг.

13. Данные направления не подразумевают непосредственных консультаций.

14.Таким образом, под понятие «консалтинг» можно подвести подавляющее большинство услуг, оказываемых компаниизаказчику.

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15. Однако цель или результат любой услуги сводится к одному: помочь заказчику осуществить необходимое внедрение качественных изменений, инноваций, провести оптимизацию бизнес-процессов, словом, помочь компании выйти на новый уровень своего развития.

Skills Focus

Task1.Studythefollowinginformation.Wouldyouliketobecome a consultant? Give your reasons.

5 Steps to Starting a Consulting Business1

According to John Riddle at businessknowhow.com, they are some key steps to becoming a consultant:

•Assess your skills and talents: What were you most praised for as an employee? What made you the go-to person for certain duties among your co-workers? These are good indicators of what potential clients might pay you to do.

•Decide on your specialty: Rather than chase a “hot” new field, look at your experience and carefully consider what you enjoy doing and what you excel at. Research the marketplace and see if there’s a gap you can fill.

•Research your field: Even with many years of experience as an employee,somenewskillsmayberequiredwhenyoubecomeaconsultant. Be sure you are getting a competitive rate and a fair contract, and brush up on the latest technologies and best practices in your chosen field.

•Define your target audience: Are you hoping to service large corporations? Or, are you more focused on small businesses or even non-profits? This can help determine how you can market your consulting business to possible clients.

•Don your Sales Cap: Being a consultant is dependent upon building a good reputation in your industry and selling your skills. Look at your network of contacts and assess the amount of work you can quickly generate and how much you’ll need to make in your

1 https://www.legalzoom.com/articles/5-steps-to-starting-a-consulting-business

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first year to cover expenses. Think about the sales aspect and the dual-challenge of working and networking to build your business.

• If you’re ready, take the plunge! Once you have done all the necessary research, and readied your business for a launch go for it.

Task 2. Study the following chart. What type of consulting would you like to specialize in? Give your reasons.

Task 3. Study the following glossary.

FinancialAdvisory Services

Management Consulting Services

Tax and Legal Services

Assurance BusinessAdvisory Services

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to provide financial advice to give advice

to arrange the finance for large project Business Recovery and Restructuring to work with

to run into financial difficulties to reorganize

valuation

to value businesses for companies and investors to concentrate on

performance side of businesses to define business strategy

to develop the business day-to-day operations

to review information technology system to improve

taxation personal tax business tax corporation tax to focus

oo auditing and accounting

to review the financial statements Transaction Support

to be involved in mergers and acquisitions

to get a clear picture of the accounts and business activities to provide evaluations of global risk

to manage the risks

Task 4. Using active vocabulary speak on the following situation.

You are going to set up a consulting agency in Novosibirsk to help companies and individuals that seek the advice of specialist consultants. You should discuss the following issues:

•Target market

•Services you will provide

•Location

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Reading 2

Task 1. Read and translate the article

Christopher McKenna: The World’s Newest Profession1

ChristopherMcKennaistheauthorofTheWorld’sNewestProfession, which examines the growth of the management consulting industry. McKenna teaches Management Studies at Oxford University’s Business School. McKenna is an expert on the history and evolving strategies of professional firms and their role in the international transformation of business, nonprofits, and government. We asked McKenna to tell us what he thinks consultants need to know about the industry.

McLaughlin: What are the most valuable lessons for consultants from the history of their industry?

McKenna: To understand the consulting profession as it is now, it is crucial to realize that, like almost all professions, it evolved due to government regulations. Consulting emerged because of US banking and financial securities acts in the 1930s that restricted the activities of bankers and accountants to prevent potential conflicts of interest.

The1933Glass-SteagallBankingAct,whichseparatedinvestment banking from commercial banking, also prohibited the consulting and re-organizational work that banks did previously. At the same time, actions by the US Securities and Exchange Commission prevented professionalslikelawyers,accountants,andengineersfromcontinuing to act as consultants.

The result was the rapid growth of independent management consulting firms to fill the void. People like James McKinsey, Edwin Booz, and GeorgeArmstrong responded immediately to this emerging opportunity and institutionalized the field of management consulting.

The role of government regulations in the rise of the consulting profession is not immediately obvious because those laws were not codified for consulting in the direct way that they were for accounting and banking.

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The lesson from history is to think more expansively about your potential competitors. Bankers, lawyers, and engineers performed the management consulting function in the past, and these businesses could enter the market again.

McLaughlin: Some people think that FrederickWinslowTaylor’s work was the foundation of management consulting. What impact did Taylor’s doctrine have on the development of the industry?

McKenna: Not much. None of the Taylorist firms survived into the 1930s. Taylor’s idea was that there was a single best way to run things. As anybody who’s got anything to do with consulting knows, you don’t walk in and tell somebody there’s only one way to do something. You can’t sell services on that basis.

The work of management consultants is not directly connected to Frederick Taylor any more than corporate lawyers evolved from ambulance chasers.

McLaughlin: As you look toward the future, do you foresee any disruptors or enablers that will impact the growth of the industry?

McKenna:Yes.Mythoughtsreturnfirsttogovernmentregulations, which we’ve discussed. Once you create regulation, its subsequent dismantling can be equally disruptive. If regulation provides new business, deregulation may also either take away from that business or provide other opportunities.

So, if you believe that some new deregulatory movement is in the works — which wouldn’t surprise me — then you should consider serving industries, which will be subject to the new regulatory environment.

The other potential disruptor is professional liability.

If you view the history of the industry as cycles, you see a pattern: mounting cycles of liability, followed by regulatory efforts to diminish or resolve the problem. The same kind of crisis of liability that happened in the late 1980s and culminated in the Enron scandal of 2000 may be in process again.And I think it could disrupt the industry enormously.

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McLaughlin: What’s your sense of how that trend will play out for professional service firms?

McKenna: What we’re seeing right now is exactly the same process that happened in the late 1980s and early 1990s. At that time, decisions in a set of court cases resulted in more liability for corporations, which they tried to avoid in new and innovative ways, mostly by hiring consulting firms to perform management audits to offset their liability.

That liability, in turn, shifted to the professional firms, which had to find ways to offset it themselves. Well, the same thing is happening now. We’re noticing that the accounting firms are screaming about their increasing liability and saying that Sarbanes-Oxley has put them in a real bind by demanding a certain level of accountability.

Their accounting work is very profitable, but at the same time, their potential liability, should a lawsuit hit them, is enormous. The firms are pushing regulators, theorists, and others to reduce that liability.

If that happens, of course, the business environment will become less risky for firms, encouraging further expansion of their businesses. Such expansion can lead to lowering of professional standards of care and, if that happens, the result would be increased liability.And then I would expect to see more service failures and more litigation.

McLaughlin: Do you believe consultants will also be subject to increased litigation in the future?

McKenna: I think consultants will face more lawsuits. Consultants claim to be experts and verify that clients are pursuing the right strategy, or have strong managerial controls, or have the right organizational structure, or have good governance. Simultaneously, they argue that this is merely advice, not actionable information, a stance that is impossible in other professions.

Inotherfieldslikelaw,accounting,andengineering,it’simpossible to make those claims and not be held to standards of malpractice. Consultants have managed to avoid this and it’s quite a remarkable feat.The question is to what extent consultants will be able to continue walking this tightrope, which I see as a very dangerous one. I think it’s almost impossible for them to do it for very much longer.

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