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1、Your Guide to Digital CFresh ConsultingTable of ContentsConsulting&MapsBegin with Data:A Model for Consulting ProgressionFrame&Structure:Verify the DestinationResearch&Analyze:Create Your MapSynthesize&Think:Identify the Ideal PathRecommend&Visualize:Plot Your RouteTwelve Principles for Consulting C

2、ommunication&EtiquetteA Vision for Client-Consultant Partnerships34610151922243Consulting&MapsConsultants can be thought of as both mapmakers and guides;creators and interpreters of maps.Not only do they help plot out the general topography,opportunities,and pitfalls of a challenge,but they also gui

3、de the expedition,helping clients navigate toward solutions.While consultants offer this dual value to clients,they can also prioritize one or the other:that is,creating maps or guiding clients using existing maps.The holistic art of consulting,being a mapmaker and guide,consists of four key steps:S

4、tep 1:Frame&Structure Verify the DestinationUnderstand the stakeholders and where they want to go,then construct a shared framework that illustrates the problem and desired destination.Step 2:Research&Analyze Create Your MapMaps evolve as we scout the topography.Once you have a map in hand,keep an e

5、ye on the terrain,always assessing how to make your map more accurate.Step 3:Synthesize&Think Find the PathWhat are the options based on what you know?What are the pros and cons of each option?Be on the lookout for alternative routes and bypasses.Step 4:Recommend&Visualize Plot the RouteGuide the te

6、am.With a comprehensive understanding of the challenge,potential solutions,and possible routes,recommend the most ideal path.4Begin With Data:A Model for Consulting ProgressionBefore embarking on your journey to a new solution,its important to build a foundation by making decisions based on data.One

7、 way to visualize this is the DIKW model,which represents how information gains value.Each segment of the pyramid builds and progresses toward a subsequent stage.In both cartography and consulting,data is the foundation,the raw material.Data:Data is the informational components,from which we can der

8、ive meaning.Without being actively organized and explored,data just exists.Information:Once unstructured data begins to be categorized and grouped into information,it not only exists but also begins to take on meaning.Knowledge:Further organizing information and identifying patterns gives us better

9、insight into the underlying nature of what were analyzing.Wisdom:After assembling a body of knowledge,we can begin to understand the“Why,”compare it to existing precedents,and use it to make predictions.5Consulting has a similar cadence.Data is gathered,then categorized and grouped into information.

10、Information is then synthesized into tangible bodies of knowledge,which leads to delivering wisdom.When you combine the map metaphor and DIKW frameworks,youre provided with a more structured,actionable model for not only how to build knowledge,but how to deploy it.Rember:clients have decades of wisd

11、om,the topmost level of our pyramid.The importance of client wisdom to the consulting process cannot be overstated.But the ability to look at a problem from the ground up,with fresh eyes and different biases,is unique to consultants.Consultants give clients new understandings of previously unclear c

12、hallenges,adding to the wisdom they already possess.Cartography Framework+DIKW FrameworkWisdom:Recommend&VisualizeKnowledge:Synthesize&ThinkInformation:Research&AnalyzeData:Frame&Structure6Frame&Structure:Verify the DestinationClients enlist consultants to help them get to destinations that are unkn

13、own or uncertain.They might have a goal that feels unreachable with what is currently understood.Thats where framing data helps.Framing is the first step to creating your map.Gaining as broad an understanding of the problem as you can help in understanding the topography.Framing allows everyone invo

14、lved in a consulting effort to understand the larger context of a problem,agree on project objectives,and finally,to prioritize issues,effort,and goals.10 problem framing techniques Frame questions,not statements:While statements are limiting,questions open up to new streams of thought.“Lets change

15、your internal workflow by revamping your team management application”is limiting,whereas“How might we make your employees more efficient and effective?”opens the conversation to more than one pre-determined solution.Draw the problem:Quick sketching,regardless of your artistic skills,allows you to un

16、derstand a problem free from the constraints of describing it verbally.Often,the best way to understand a problem is to visualize it.Imagine the problem symbolically,as a ship or a tree.What will allow the client to adjust their course or grow their organization?40-20-10-5 rule:If your approach is t

17、o describe and analyze the problem verbally,create constraints so that conversations become more focused over time.Simplify your description of a problem by finding its root,stating it in 40 words,then 20,10,and 5.7 Identify“pieces”and“priorities”:Break down the problem into pieces.If the challenge

18、a client is facing is internal workflow inefficiencies,what are the specific subcomponents of that problem that provide more clarity?Additionally,what are the clients priorities?By identifying the components of a problem and understanding what a client cares most about,you can create a fully-informe

19、d solution.Challenge assumptions:Stated previously,clients have decades of wisdom thats worth taking into account.But with those decades of wisdom comes inevitable biases and assumptions about the nature of a problem,and how best to solve it.Help clients work past assumptions by asking questions lik

20、e“What do we know to be true?”and“What have we assumed to be true?”and“What needs to be validated?”Project IQ:Project IQ is our Fresh framework for framing and structuring a challenge.We use it to assess the opportunity and outline the objectives,key results,customer problems,and target market.Proje

21、ct IQ is created early in the project to establish a shared understanding and vision,regardless of who becomes involved.Process Maps:This activity involves defining what a business does,whos accountable,and what signals indicate the success of the project.By creating process maps,and analyzing them

22、after theyve been created,you can answer the question:“Are we solving the right problem?”Assess where the uncertainty lies and address it.The Customer Letter:Write a letter to yourself or your team from an imagined customer or stakeholder once the project is over.The goal is to pinpoint why they are

23、 grateful for the solution,how they see it changing their business,or how it solves their problem.By starting at the end and planning backward,you can create a clear vision for your consulting team.8 Five Whys:The consultant asks consecutive“Whys,”or says“Tell me more.”Its important to pause and lis

24、ten,then mirror back what clients say to ensure that your understanding is accurate.Mirror:Connected to the Five Whys,and any other activity that involves asking clients questions,is mirroring.Repeat what has been said with pauses to see what else a client adds before moving on.This often reveals mo

25、re depth and context.Tool overview:5 Whys&Mirror ExerciseProgressing through the 5 Whys,and repeating what you hear back to stakeholders,allows you to dive beyond the surface level of a problem and identify the core underlying issues.Our sales are down,but I want to see how big I can make my company

26、.Re-phrasing statements as questions:“Can you tell me more?”Why,Why is that,Tell me more,Why else,Why does that mater to you?Were unproftable.Marketing lost momentum,which is an issue.Our lead marketer lef the team.We have more online competition,too.The ad space is ferce.But we have money to invest

27、 to get ahead.Honestly,I just dont know whether to invest in ads or prod-uct development.So sales are down.Tell me more.Youre unproftable.Why did marketing lose momentum?Your marketer lef.Tell me more about online competition.You have money.Tell me more about your ideas for using it.WhyWhyWhyWhy9Ver

28、ify your destination,but keep an open mindWithout creating an initial vision,you risk your consulting effort becoming aimless.Budgets and timelines are almost always essential for clients and documenting that your effort corresponds to them is important.Our process begins with framing and structurin

29、g data to set the destination,but its important to note that projects change.We recommend adhering to a general source of truth,but also maintaining a flexible approach and an agile mindset.10Research&Analyze:Create Your MapAfter verifying your destination,deeper research and analysis come into play

30、 to define how youll reach it.Once you have a map in hand,your team can begin choosing the most effective routes toward your solution.As stated previously,keep in mind that re-thinking and re-alignment are often necessary once you gain a better understanding of conditions on the ground.Consulting ma

31、ps should be strong and visionary,yet flexible enough that you can adapt them to the inevitability of new findings and unforeseen obstacles.Another key point to consider is that the map you create will rarely be a single source of truth.It might take the form of a research deck composed of multiple

32、parts,or a shared folder containing the interrelated pieces.Think of a consulting map as one unified vision,made up of interrelated parts,which when combined suggest the optimal path forward.10 approaches to research and analysis Interview for a multidimensional perspective:Interviews can target a v

33、ariety of relevant personas,including stakeholders,product users,customers,industry experts,or even employees of different areas within a company.We recommend sourcing multiple perspectives to survey the landscape from as many meaningful angles as possible.Analogous inspiration:How are challenges si

34、milar to yours solved in different industries and markets?Sometimes the optimal solutions are based on whats been done before,with the changes required to make them authentic to the problem youre solving.By starting at the end and planning backward,you can create a clear vision for your consulting t

35、eam.11 Subject matter expert research:Similar to analogous inspiration,you can easily find or buy expert reports that provide clarity around a challenge.Observe users&customers:Immerse yourself the environment of users through exercises like contextual inquiry(e.g.observing them working or completin

36、g tasks in context)or mystery shopping(e.g.act as a user,validating whether or not perceived habits and behaviors accurately represent what users are doing)Data Analysis&benchmarking:Use qualitative and quantitative analysis of the data available to you to benchmark the client against their competit

37、ors and their market.Survey data can also be used to identify areas for improvement.Innovation sprints:Bring together a select group of key stakeholders and decision-makers to solve a complex problem,explore a new area,or improve on an existing experience.The sprint format is workshop-based,wherein

38、a team can generate ideas,prototype solutions,and test them with actual users.Affinity Diagrams:Completing Affinity Diagrams allows you to begin grouping large amounts of qualitative and quantitative data(ideas,opinions,issues,concrete research findings,and empirical market analysis)into categories

39、based on natural relationships.Essentially,youre looking for patterns in the data to create information that gives your team more direction and understanding.12 RASIC:The goal of RASIC is to clarify roles and responsibilities.Where some of the other tools listed are less geared toward establishing a

40、 problem-solving process,RASIC is designed specifically for that purpose.The acronym stands for:SWOT Analysis:SWOT stands for Strengths,Weaknesses,Opportunities,and Threats.By the end of the SWOT Analysis,youll have a better understanding of attributes that should be retained in a new solution,attri

41、butes that should be eliminated,new opportunities for profit and growth,and outside influences that could affect a businesss ability to achieve its objectives.UX and CX reviews:UX and CX reviews allow you to benchmark a solution against principles to understand whats working and what isnt.Whether th

42、e problem is digital(e.g.an app in need of modernization)or physical(e.g.a dated,uninspiring brick-and-mortar storefront),reviewing it against an established rubric will allow you to envision possible solutions.R:Responsible;who is assigned the work A:Accountable;who makes the final decision for acc

43、eptance S:Supporting;who provides direction and actionable support I:Informed;who is kept up-to-date on progress toward completion C:Consulted;who is asked to provide input13Sample Approach:UX ReviewsCommon overarching user experience trends and best practices have been established over time,providi

44、ng guideposts as clients consider the direction of a project or initiative.While principles arent timeless or universally applicable in all cases,they serve as a means of gauging where you are compared to where you want to go.This form of benchmarking is typically conducted by a consultant with a ba

45、ckground in both design and strategy,armed with a rubric to conduct the analysis.The method allows teams to identify concrete opportunities,filling out important portions of your map.14The strongest consulting maps are multi-dimensional.One important note:many of the aforementioned tools and approac

46、hes build on one another.For example,insights gathered through observing users,drawing on the knowledge of a subject matter expert,and a review of UX or CX are cumulative.Each effort connects to the others,providing a more comprehensive and detailed understanding.The findings yielded in those three

47、exercises could then be used in combination with a RASIC chart to develop a plan of action to solve the problem.The point is,cartography with respect to consulting is unique because the environment often shifts and changes.A varied approach,yielding a multi-dimensional understanding,will better equi

48、p you to drive toward a unified solution that works in the best interest of your client.15Synthesize&Think:Identify the Ideal PathWith a destination established and a multi-dimensional map shared teamwide,you can continue adding details and concentrating on the best path forward.Combin-ing research

49、and analysis with strategic goals,business goals,client objectives,and project constraints allows you to choose solutions that pass all acceptance and feasibility criteria.10 approaches to synthesis and thinking:Look for themes and patterns:An activity that can be completed in a variety of different

50、 formats,actively looking for themes and patterns allows you to identify similarities in thinking and use it to hone in on what has the most substance.This exercise can begin with something like Affinity Diagramming,but organizing the data is the first step to understanding the story it tells.Stay o

51、pen and flexible:A guiding principle rather than a concrete method of synthesis,staying open and flexible(even at later stages in the consulting process)allows you to continue looking for signs suggesting a needed change in your course.Imagine the extremes:What are the best and worst-case scenarios

52、for your problem?Whats possible within that range?Often,the route between can be identified by examining solutions from a high-level.Simplify:Start large,then narrow your focus over time.At the synthesis and thinking stage,your focus is less on creating a map and more on refining its elements to eff

53、iciently work toward your solution.16 Use constraints to provide focus:Put project objectives,business needs,and technical constraints in a visible place for your team to reference.By operating with constraints in mind,the decision on a final path becomes easier to make.Create“thought artifacts”:Eve

54、n if youre not in the actual production phase of a design effort,documenting your thinking with written synopsis,sketches,and presentations codifies what youve learned.Cross-disciplinary expertise:The network of knowledge within an organization,across disciplines and teams,is invaluable.Consider inv

55、iting members of outside teams to weigh in on solutions for further validation and perspective.Idea boards:This approach also builds on the idea behind an Affinity Diagramming exercise.Place all of your proposed solutions in one place,a physical or digital board,and then examine all of the potential

56、 options holistically.Prototyping:Similar to creating thought artifacts(although significantly more time-intensive)prototyping allows you to bring an idea to life,giving you additional opportunities to validate its efficacy.Invent Value:Invent Value,Freshs proprietary tool for automating organizatio

57、nal innovation,allows contributors to ideate,collaborate,and evaluate ideas in a structured environment,identifying which ideas have the most promise.17Tool Overview:Invent ValueInvent Value allows you to collaborate on a challenge while avoiding the limitations of groupthink:a“mode of thinking in w

58、hich individual members of small cohesive groups tend to accept a viewpoint or conclusion that represents a perceived group consensus,whether or not the group members believe it to be valid,correct,or optimal.”Invent Value also stores ideas and information in a central location where everyone involv

59、ed can see it and begin identifying patterns.Using Invent Value,you can organize essential thinking and ideas to begin building consensus about the optimal path forward.18Stakeholder feedback is vitalAs consultants,it can be tempting to latch onto a single idea or approach you deem to be the most pr

60、omising.While you are being paid to recommend the optimal path forward,remember the importance of stakeholder wisdom.Stakeholders are partners in the consulting process,and with their decades of valuable experience and insights,they can weigh in at the thinking and synthesis phase to ensure that wha

61、tever solution is decided upon can be co-owned.19Recommend&Visualize:Plot Your RouteYouve framed and structured the problem,verified the destination,created your multi-dimensional map,and proposed the ideal route.Now its time to pitch your recommendation,backed up with all of the proof points youve

62、compiled thus far.This is the point in the consulting process where you get buy-in and final alignment from stakeholders by providing a visual summary of everything youve learned.The ideal outcome is mutual agreement,followed by putting ideas into production.10 tips and techniques for recommending a

63、nd visualizing:Lead with recommendations,then provide evidence:Starting with data is overwhelming,and stakeholders rarely require knowing every finding youve had throughout the consulting process.Recommend the final route,then support your case with data and research.Tell a story:Connect with your a

64、udience by telling a story about the problem youre solving.Concerning the previous point,a barrage of facts and figures is less compelling then a well-structured,proof-backed story of how a given solution will improve an organization.Explain the Why:Move beyond“What”youre recommending and explain“Wh

65、y.”The why often comes in the form of anticipated return on investment,so make sure your recommendations align with the clients requirements.“We Hear You”:Connected the previous point,cite what the client has said theyre looking for throughout the consultation effort.Refer back to their actual words

66、 to show how your proposed route is connected to what theyre asking for.20 Communicate visually:Create a rough prototype or use one that you created during the synthesis and thinking phase.Share inspiring images,map out processes,and draw sketches.Visuals supplement ideas and make recommendations ea

67、sier to grasp.Start with value:If a solution is multifaceted,which it likely will be,prioritize your recommendations by the value the client can expect.Quantifying value aids decision making and investment.Build a bridge:Propose your big picture solution,but make clear the immediate steps a client c

68、an take to move toward it.Offering clear,achievable action items can provide momentum to complex initiatives.Propose a sprint schedule:We have a solution,now what?Consider creating a sprint structure clients can follow.Provide consultation on best practices and what clients can expect after each spr

69、int.Find common ground:Perhaps your solution is slightly at odds with what a client envisioned.Remember that youve likely been hired to propose the best solution,not to agree with everything the client says or believes.But to include them in the process and ensure that ideas are shared and co-owned,

70、find common ground and demonstrate that you understand and respect their perspective.The Minto Pyramid Principle:Start with the conclusion,then break it down into supporting points,data,and research.Clients have paid you to find a solution present it upfront.21Tool Overview:The Minto Pyramid Princip

71、leBarbara Minto,a leading consultant with years of experience at global firms including McKinsey,developed the Minto Pyramid Principle as a way of structuring thinking and communication.While data is gathered from the bottom up and eventually synthesized,the synthesized“answer”should be presented fi

72、rst,followed by supporting arguments and ideas.Think of this as the inverse of the consulting progression pyramid.Clearly articulate the solution or destination and the recommended route for getting there,then follow up with the data that convinced you.22Twelve Principles for Consulting Communicatio

73、n&Etiquette The work doesnt end with creating a presentation.Effective delivery is an essential component of consulting as well.Here are twelve principles to consider.1.Be an Active Listener:Look at your audience and/or the speaker,smile,provide feedback,summarize statements,defer judgment,and respo

74、nd with respect.2.Ask Clarifying Questions:Make sure you understand what someone is asking or saying.Reflect to them what youve heard and clarify with further questions.3.Find Common Ground:Even if you disagree about an approach or solution,find the common ground and work from there.Demonstrate that

75、 you understand the client and value their perspective.4.Check In:Make sure you and your colleagues understand everyones responsibilities.Update people when things change.Communicate upfront to avoid confusion or friction.5.Observe How Others Communicate:Communication styles vary widely.Try to under

76、stand your audience and take cues from them to make sure you are connecting effectively.6.Document Your Communications:Write out your goals,objectives,expectations,and talking points.Make sure to document what was discussed and whos responsible.237.Be Timely&Transparent:Let a client know you are on

77、your way to a meeting or engagement.Communicate ahead of time if you will be late.Touch base the day of,or a day prior to a meeting.8.Dress Appropriately:Dress business casual when you first meet a client and the appropriate dress code is unknown.Dressing like the client is fine,but its better to dr

78、ess up than down.Present a clean appearance.9.Be Prepared:Do your research and know as much about the company,people,and culture as you can,though you should make sure this is done as early on in the consulting process as possible.Follow the 3:1 ratio when presenting:three times as long for preparat

79、ion as the length of the presentation itself.10.Go the Extra Mile:Print a poster of the design,bind an important deck to leave behind or bring your clients favorite treat.Make them feel valued and important.11.Be Respectful&Build Trust:Always show respect for others opinions.Validate others thoughts

80、.Get feedback at the 30%,60%,and 90%milestones of project completion,acquiring feedback and building trust progressively.12.Save Time for Polish:Schedule time to review your work for errors,typos,and pixel adjustments.Get a second set of eyes on your work if possible.Make sure what you are presentin

81、g is professional and polished.24A Vision for Client-Consultant PartnershipsAs consultants,were in the solutions business.Companies pay us to help them solve problems and grow stronger.Its important to note that depending on the quality of the work you deliver,the creation of a map and a recommendat

82、ion for how to use it is only the first leg of an ongoing consulting journey.Weve had dozens of prosperous,years-long relationships with clients,valuable partnerships that extend far beyond the original scope of work.Here are three final recommendations for creating a long-lasting partnership:1.View

83、 your stakeholders as both partners and collaborators.Getting feedback from them throughout the consulting process not only ensures that youre creating the right map,but it also allows you to move in the right direction together,building trust and loyalty.2.The power of visualization cannot be under

84、stated.Personality types and communication styles vary widely,but compelling visuals can be the common language for your team.Abstract problems,when translated into simple,easy-to-understand visualizations,are easier to understand.253.Document your process and findings.At every stage of the consulti

85、ng effort,you should be able to return to the original problem and desired goals.Clients have likely hired you to solve a specific problem.Documentation serves as proof that youre doing so,as well as a reminder of all of your lightbulb moments throughout your consulting effort.Innovation in your org

86、anization can begin with the simple step of hiring an outsider to provide a new perspective.Fresh can do so,with experience across a wide range of disciplines including design,software,business,and engineering,all with an eye on what matters most:helping our clients and partners lead their industrie

87、s.26Authors and CollaboratorsCEOJeff DanceJeff brings years of experience to the digital technology space,overseeing hundredsof creative projects.Thought LeaderSTRATEGY DIRECTORNick ParishAn award-winning writer and editor,Nick has over 10 years of experience in strategic consulting and leadership.2

88、7SR.DIGITAL PRODUCT MANAGERKelly Nibley Kelly specializes in building digital products and experiences and has experience consulting in the Microsoft space.DESIGN STRATEGY LEADMax WestMax brings over 12 years of experience in brand,strategy,and experience design,working with startups,Fortune 100 companies,and international NGOs.