1. Facilitator: Liew Shin Liat
ICMCI AP Hub Meeting
25 to 27 April 2013, Bangkok

2. 1
Prologue – ASEAN

3. 2
ASEAN Economic Community (AEC)
 The Association of Southeast Asian Nations, or
ASEAN, was established on 8 August 1967 in
Bangkok, Thailand, with the signing of the ASEAN
Declaration (Bangkok Declaration) by the
Founding Fathers of ASEAN, namely Indonesia,
Malaysia, Philippines, Singapore and Thailand.
 Brunei Darussalam, Viet Nam, Lao PDR, Myanmar
and Cambodia subsequently joined in, making up
what is today the ten Member States of ASEAN.

4. 3
ASEAN Economic Community (AEC)
 The ASEAN Economic Community (AEC) shall be
the goal of regional economic integration by 2015.
AEC envisages the following key characteristics:
a) a single market and production base
b) a highly competitive economic region
c) a region of equitable economic development,
and
d) a region fully integrated into the global
economy.

5. 4
ASEAN Economic Community (AEC)
 The AEC areas of cooperation include
 human resources development and capacity building;
 recognition of professional qualifications;
 closer consultation on macroeconomic and financial
policies;
 trade financing measures; enhanced infrastructure and
communications connectivity;
 development of electronic transactions through e-
ASEAN;
 integrating industries across the region to promote
regional sourcing;
 and enhancing private sector involvement for the
building of the AEC.

6. 5
ASEAN Economic Community (AEC)
 In short, the AEC will transform ASEAN into a
region with free movement of goods, services,
investment, skilled labour, and freer flow of capital.
 AEC is likely to offer various opportunities to
consultants and clients.

7. 6
22th Asean Summit -- Brunei 24 & 25 April 2013
 Leaders’ retreat to focus on move towards AEC
 Economic integration … on track (77% complete)
 Code of Conduct (COC) … and sea disputes

8. 7
Plenary Session
 Plenary Session -- “Tapping opportunities from ASEAN
Economic Community (AEC)” In this session, we will look at
opportunities arising from ASEAN and its new role, and other
related subjects in the region.
 Some points for discussion:
 What lessons we can draw from other regional economic
communities (e.g., Europe, Americas, Greater China etc)
 What are the challenges (and opportunities) for
consultants? For clients?
 Suggest some ideas on tapping into AEC opportunities

9. 8
25 April Morning Session
 “Re-inventing and innovating the consulting sector: new
business models”. We will examine the special challenges
arising from creating new business models, and managing
consulting innovation.
 Some points for discussion :
 What could be a suitable business model framework for
consultants to better create value in Asia Pacific?
 How should consultants in Asia Pacific innovate?
 How could consultants in Asia Pacific work better in
consulting innovation?

10. Defining business model
A business model describes the rationale of
how an organization creates, delivers, and
captures value
-- Business Model Generation,
by Alexander Osterwalder & Yves Pigneur
9

11. 10
Business model canvass
Key Partners
(KP)
Key Activities (KA) Value
Propositions
(VP)
Customer Relations
(CR)
Customer
Segments
(CS)
Channels (CH)
Key Resources (KR)
Cost Structure (C$) Revenue Stream (R$)

12. 11
Issues raised by The Economist

13. 12
Challenges faced within the consulting
industry

14. 13
Idea hunter:
 I : Interested
 D : Diverse
 E : Exercised
 A : Agile
 Source: /http://www.imd.org/news/Bill-Fischer-co-authors-new-book-The-
Idea-Hunter.cfm

15. 14
The Idea Hunter:
“Breakaway ideas come to those who are in
the habit of looking for such ideas – all
around them, all the time … They understand
that game-changing ideas are already out
there, waiting to be spotted and then shaped
into an innovation.”
-- Bill Fischer, IMD Professor
 Source: /http://www.imd.org/news/Bill-Fischer-co-authors-new-book-The-
Idea-Hunter.cfm

16. Management innovation
in the UK consulting industry
October 2011
Dr Joe O’Mahoney
(Fellow at the Advanced Institute of Management
and Lecturer at Cardiff University)
15 LSL
Consulting

17. 16
• Innovation is primarily driven by the need to
differentiate from the competition’
• Innovations are most commonly initiated through
‘working with clients’
• Most respondents believe innovation has increased
in the last five years
• More respondents reported the introduction of new or
improved services in their consultancy
Key findings: innovation practices

18. 17
• Most important enablers of innovation: Access to
external research, high levels of autonomy and strong
upward communication
• Main constraints on innovation: lack of time due to
high utilisation rates, and low levels of risk taking by
clients.
• Working with clients on innovation
• Procurement hampers the sale of innovative
consulting services (both in private and the public
sectors)
Key findings: enablers, constraints, working
with clients, and procurement

19. 18
• Think small: not another BPR or TQM .. requiring ideas that are
tailored for clients’ local needs.
• Share costs and expertise: universities, research institutes,
clients and other consultancies share resources on interesting
innovative activity
• Explore new frontiers: ... bringing fresh ideas in and listening to
them; recruiting graduates that are not from business
schools;seeking out different sources of research and knowledge;
organising cross-silo spaces for discussion.
Recommendations -- consultancies

20. 19
• Enable talent: providing consultants with autonomy and the ear
of senior management; Innovation involves risk so loosening
controls is no bad thing.
• Be proactive: clients and procurers taking risks, having
conversations and enabling creativity; though communication,
education and persuasion.
• Develop your people: training, conference attendance and
professional, accredited staff were important enablers of
innovation; ... continuous professional development .. a strategic
capacity for consultancies.
– The value of the standards (EN16114)
– The Value of the CMC Certification
Recommendations -- consultancies

21. 20
• Work with consultants: Co-working with consultancies: a closer
match of solutions with client needs, more motivated and skilled
employees, a potential sharing of intellectual property and
association with ground-breaking ideas.
• Take risks: examine and prioritise the areas of client business
where new ideas could put client ahead of the competition. Put
aside some of client’s budget to work with consultancies on new
ideas, if possible using a risk-reward form of payment so that
risks are shared with the supplier.
Recommendations -- clients

22. 21
Crowd sourcing consulting
Key Partners
(KP)
Key Activities (KA) Value
Propositions
(VP)
Customer Relations
(CR)
Customer
Segments
(CS)
Channels (CH)
Key Resources (KR)
Cost Structure (C$) Revenue Stream (R$)
Multina-
tionalsInternational
Consultants
Multiple
value / low
cost
Work
breakdown

23. 22
25 April Afternoon Session
 “Learning from Consulting Case Studies”. We will discuss
and share examples of consulting projects, to reflect and
distil good practices and get more visible outcomes from 3
case studies:
 Some points for discussion:
 What are the 3 common features in the consulting case
studies presented? 3 different features?
 How would you do differently in these consulting
projects in the context of AEC?
 List some good practices you may be able to adopt in
your own consulting & business practices

24. 23
25 April Afternoon Session
 “Exploring collaboration among consultants” --
 In this session, we will have dialogues to explore
collaboration among consultants, and project opportunities
with clients.
 Some points for discussion:
 M&A projects
 Innovation projects
 Executive education