Listening and discussion

Task A

1. Financial management, human resources services (e.g. headhunting,

recruitment, training), IT implementation, change management, strategy
development and improving operational efficiency.
2. Companies might hire management consultants for a variety of reasons:
• Insufficient internal workforce is a common reason for companies to seek
external support.
• Utilizing consultants becomes a method for internal management to create
separation when implementing sensitive changes, such as job layoffs, salary
adjustments, or significant shifts in operations and strategy.
• When faced with specific challenges or projects (e.g., cost control,
enhancing managerial performance, handling special projects), companies
often lack the specialized know-how, prompting them to engage consultants.
• Consultants, equipped with knowledge of best practices across industries,
use benchmarking to measure and align an organization's internal processes
with effective solutions.
• Companies frequently seek a new outlook, and consultants contribute
substantial value through their observations and insights.
• A significant aspect of consultants' roles involves educating client
employees on essential knowledge, skills, and mindsets.
3. Implied criticisms:
• Certain consultants may heavily rely on management buzzwords and clichés
without possessing the specific expertise sought by the company.
Inexperienced consultants in a particular industry or sector may be the issue.
• Despite their high cost, consultant fees typically aren't tied to project
success. The success of the consultancy is uncertain, depending on the
negotiated contract terms and the party assuming the most risk.
• The report often stands out as the most tangible deliverable, and the
consultant's fee generally does not cover implementation unless expressly
negotiated and included in the contract.
• With a saturated consultancy market and increased competition,
distinguishing between consultancies and identifying their "added value" can
be challenging. More prestigious consultancies might offer similar advice
and services as their less-known, more affordable counterparts.
• Consultancies are engaged under the assumption that there is a problem
within the company or a need for a specialist service/task that the company
cannot handle internally. Consultants are unlikely to decline potential
contracts, and they may identify issues in the company's operations even if
no apparent problem exists.
4. Questions:
• What insights can you provide regarding the management of change?
• What were your anticipated fees for this project?
• Are you committed to assisting us in implementing the recommendations
you provide?
• What sets you apart and makes you the preferable choice over a competing
firm? Why should we hire you?
• How do you perceive the current operational dynamics in this environment?
What are your thoughts on how things are managed here?

Task B

1. performance
2. specialised expertise
3. best practices
4. implementation
5. operational
6. techniques and methods
7. deliverable
8. tangible
9. scope
10.Brief

Task С

1. order to cash
2. should be delivering
3. serving customers
4. service they value
5. level of quality
6. features of the product
7. shape the way

Task D

1. False: The technique mentioned is called Value Stream Mapping.

2. True
3. False: The technique looks at the period of time spent on each stage of the
process, and the levels of quality.
4. True

Task E

1. Coming up with better ways of doing things

2. Stop doing things the customer doesn't value, or that are a waste of time and
money and/or do things differently.
3. lead time(s)
4. What the customer wants, e.g. shorter delivery times
 5. The “drivers” of improved performance, e.g. lead time; reducing costs;
improving quality

Task F

1. Taking out unnecessary steps, e.g. outsourcing some activities

2. Restructuring the company, e.g. by consolidating into a larger site
3. The management infrastructure, e.g. helping managers to understand and
improve their performance.
Task G

Via dialogues with the client's staff in workshops and meetings, the aim is to
achieve consensus regarding the proposed changes.

Task H

1. A considerable number of individuals fail to recognize the necessity for

change. Both managers and staff exhibit reluctance, particularly when
changes are perceived as externally imposed, as there is a reluctance to part
with existing job security. Additionally, budget limitations often pose
obstacles to implementing necessary changes.
2. To overcome resistance, the company can effectively communicate the
imperative for change to its staff. Emphasis should be placed on clarifying
that process modifications aim to reduce delays and waste, enhance
profitability, provide added value to customers, and ultimately fortify the
overall business.
3. Engaging the client in the project, such as through workshops as suggested
by Peter Sirman in his interview, is crucial. Ensuring discreet handling of
sensitive information, like employee salaries, is essential. Providing
customized, not off-the-shelf, solutions tailored to the client's needs,
delivering on promises and expectations, and maintaining post-project
communication to monitor developments with the client are key practices.

Reading and language

Task A

c) James Dyson is not a business guru. He is a renowned British industrial

designer, most famous for creating the Dyson vacuum cleaner.

It can be reasonable to receive payment for providing guidance to others,

depending on the value and expertise offered.
A round manhole cover cannot fall through its circular opening, whereas a square
manhole cover may fall in if it were inserted diagonally in the hole. Yes, I like this
type of challenge
Task B
 1. A project aimed at revitalizing operations, with a specific emphasis on
personnel
2. Undertaking a sensitive task such as implementing significant operational
changes, including workforce reductions and adjustments to compensation
and benefits, can pose challenges for companies. Additionally, companies
might lack the internal expertise to execute such changes. Engaging
consultants offers a way to achieve the desired outcomes without direct
involvement from company management.
3. The consultant participates in four scheduled meetings throughout the day:
• A team meeting to get ready for the client meeting at 12 noon;
• The client meeting for monthly progress at 2 p.m.;
• A debrief session after the meeting at 3 p.m.; and
• A meeting at 4 p.m. between the project team and three partners to discuss
the project's scope.
Additionally, the lunch at 1:30 p.m. with the client team could be seen as an
informal meeting to prepare for the later meeting with the CEO.
4. The consultant seems to be youthful, diligent, and full of enthusiasm.
5. At the meeting's conclusion, the CEO expresses satisfaction and commends
the partner for the team's efforts. However, the client appears to indicate
dissatisfaction by suggesting that the project's scope is too limited, implying
that the consultants may not be doing enough.
6. The day was positive as the Production team provided the slides, saving the
consultant considerable effort and time. The consultant crafted an impressive
presentation that garnered approval from the client company's CEO, and the
manager expressed satisfaction with the team's performance. However,
unexpected news reveals the possibility of additional tasks for the team. On
the downside, dealing with the quarterly data appears challenging and will
require the consultant's attention this evening. Additionally, an inconclusive
teleconference with the partners highlights a setback, as they couldn't reach
an agreement on the necessary actions.

Task C
1. wraps up
2. packs up
3. run through
4. hammer out
5. go through
6. debrief
7. circle back
8. having a catch-up
9. a small nit
10.piled up
11.breathe a sigh of relief
12.left out
Task D
Some examples:
(The) Hotel alarm wakes me.
(I) Breathe (a) sigh ofrelief.
(My) BlackBerry buzzes.
(The) Team meeting starts.
(The) meeting Os) over!

Omitted words primarily include articles, subject pronouns like “it”, and
possessive adjectives such as “my”. It's important to note that there aren't strict
rules, and these words may not always be excluded.
This writing style imparts a feeling of urgency and immediacy to the blog entry,
creating a more informal and conversational tone.

Task E

Yes, I would enjoy such a job. I find the structure of it somewhat similar to my
own daily routine. The prospect of handling diverse tasks and engaging in strategic
discussions seems appealing. On the flip side, potential challenges like managing
unexpected setbacks or dealing with inconclusive meetings could be aspects I
might like less. Overall, the dynamic nature of the consultant's role resonates with
certain aspects of my own routine.