Do Client Work
This chapter brings together everything in The Consultant’s OS as it applies to client work. Through your projects this semester, you’ll practice being a consultant, not just learning about consulting.
The Consulting OS in Practice
The course projects simulate real consulting engagements:
| Project | Consulting Parallel | OS Imperatives Used |
|---|---|---|
| P1: Company Diagnostic | Quick outside-in scan | Think Clearly, Get to the Right Answer |
| P2: Competitive Benchmark | Competitive analysis | Get to the Right Answer, Create Impact |
| P3: Value-Add Hypothesis | Opportunity identification | Think Clearly, Get to the Right Answer |
| Capstone | Full strategic proposal | All Four Imperatives |
What Consultants Actually Deliver
Common Deliverables
| Deliverable | Purpose | Typical Length |
|---|---|---|
| Diagnostic | Assess current state, identify issues | 1-5 pages |
| Benchmark | Compare to competitors/best practices | 3-10 slides |
| Strategic Options | Evaluate paths forward | 10-20 slides |
| Implementation Plan | Detail how to execute | 20-50 slides |
| Final Presentation | Steering committee deck | 15-30 slides |
What Makes Consulting Valuable
Clients pay for:
- Outside perspective: Objectivity they can’t get internally
- Specialized expertise: Knowledge they don’t have
- Bandwidth: Capacity they need temporarily
- External validation: Credibility with boards/investors
- Implementation support: Help making change happen
Project 1: Company Diagnostic
What You’re Simulating
A quick outside-in assessment, the kind you’d do in the first week of an engagement to understand the client’s situation.
OS Application
| OS Action | How You’ll Apply It |
|---|---|
| Diagnose current state | Analyze company performance, market position |
| Define the problem | Identify key strategic challenges |
| Build outside-in fact base | Research using public sources |
| Synthesize to insights | Distill findings into “so what” statements |
Deliverable: 1-Page Analysis
Your diagnostic should answer:
- What does this company do?
- How is it performing (financially, competitively)?
- What are the key strategic challenges/opportunities?
- What questions would you want to explore further?
Project 2: Competitive Benchmark
What You’re Simulating
A competitive analysis, comparing your target company to peers to identify strengths, weaknesses, and opportunities.
OS Application
| OS Action | How You’ll Apply It |
|---|---|
| Build fact base | Research competitors using public data |
| Estimate and bound | Size relative market positions |
| Synthesize | Identify key differentiators and gaps |
| Communicate clearly | Present findings in action-titled slides |
Deliverable: 3-Slide Deck
Your benchmark should include:
- Competitive landscape: Who are the key players? How do they compare?
- Your company’s position: Where does it stand? Strengths/weaknesses?
- So what: What does this mean for strategy?
Project 3: Value-Add Hypothesis
What You’re Simulating
Opportunity identification, proposing where a consulting engagement could add value.
OS Application
| OS Action | How You’ll Apply It |
|---|---|
| Define the problem | Articulate the strategic gap |
| State a hypothesis | Propose a path forward |
| Articulate WWHTBT | What would have to be true for this to work? |
| Communicate with brevity | Present a clear recommendation |
Deliverable: 5-Slide Deck
Your value-add should include:
- The opportunity: What’s the strategic gap or opportunity?
- The hypothesis: What should the company do?
- What would have to be true: Key assumptions to test
- Potential value: How big is the prize?
- Next steps: How would you investigate further?
Capstone: Full Strategic Proposal
What You’re Simulating
A full consulting proposal, the kind you’d present to a CEO or board at the end of an engagement.
OS Application
This is the full OS in action:
| OS Imperative | Capstone Application |
|---|---|
| Think Clearly | Clear problem definition, structured analysis |
| Get to the Right Answer | Fact-based insights, quantified opportunities |
| Move Work Forward | Project managed well, team coordination |
| Create Impact | Compelling storyline, executive-ready presentation |
Deliverable: 15-20 Slide Deck + Presentation
Your capstone should include:
- Executive Summary: The answer on one slide
- Situation: Context and problem definition
- Analysis: Key findings from your research
- Recommendation: What should the company do?
- Implementation: How should they execute?
- Appendix: Supporting analyses and data
Capstone Evaluation Criteria
| Criterion | Weight | What We’re Looking For |
|---|---|---|
| Problem Definition | 15% | Clear, well-framed strategic question |
| Analysis Quality | 25% | Rigorous, fact-based, insightful |
| Recommendation | 20% | Actionable, supported by evidence |
| Communication | 20% | Clear storyline, executive-ready slides |
| Presentation | 15% | Confident delivery, handles questions |
| Team Coordination | 5% | Unified narrative, smooth handoffs |
Building Consulting Skills
Outside-In Research
Sources to master:
| Source | What You’ll Find |
|---|---|
| 10-K/Annual Reports | Financial performance, strategy, risks |
| Earnings Calls | Management commentary, analyst questions |
| Investor Presentations | Strategy summary, key metrics |
| Industry Reports | Market size, trends, competitive dynamics |
| News/Press Releases | Recent developments, M&A, product launches |
| LinkedIn/Glassdoor | Org structure, culture, hiring trends |
Slide Design Principles
| Principle | Application |
|---|---|
| Action titles | Every title states a conclusion |
| One message | Each slide makes one point |
| Visual hierarchy | Most important information stands out |
| Annotations | Call out key data points |
| Source everything | Build credibility with citations |
Presenting to Executives
- Start with the answer: Don’t build suspense
- Be confident: Own your recommendation
- Anticipate questions: Prepare for pushback
- Stay flexible: Be willing to dive deep or stay high
- Know your backup: Have appendix ready
From Class to Career
Skills You’re Building
| Skill | Class Practice | Career Application |
|---|---|---|
| Problem structuring | Issue trees, MECE | Client problem-solving |
| Research synthesis | Outside-in analysis | Due diligence, market studies |
| Quantitative analysis | Market sizing, modeling | Financial analysis, valuation |
| Communication | Slide decks, presentations | Client deliverables |
| Project management | Capstone coordination | Engagement management |
What Sets Apart the Best
The difference between good and great:
Good: Follows the OS actions
Great: Makes connections others miss; generates novel insights
Good: Delivers what’s asked
Great: Anticipates what’s needed next
Good: Presents clearly
Great: Tells a compelling story that moves people to action
Your First 90 Days (Preview)
When you land the job, your first engagement will feel fast. Here’s what to expect:
| Week | Focus |
|---|---|
| 1 | Team launch, problem definition, workplan |
| 2-3 | Build fact base, initial analyses |
| 4-5 | Deep analysis, hypothesis refinement |
| 6-7 | Synthesis, storyline development |
| 8 | Steering committee prep, presentation |
You’ll be ready because you’ll have practiced the OS all semester.