7 Cs Framework- Introduction

The Seven Cs framework is constructed around a number of dynamic stages, each of which emphasizes a different aspect within the consultancy life cycle. Each stage represents a particular phase that a consultancy process will follow. Within each stage is a set of sub-elements and diagnostic tools that are used to ease the engagement process. These all come together to form a total framework that will act as a guide to any engagement. Each of the stages can be undertaken independently, jointly or in parallel with each other. The seven stages are:

	Client: Define the client’s orientation of the world, their perception of the situation, what goals they have regarding the final outcome and who has power to influence the outcome. Once this stage is concluded, you will have a clear agreement as to what value you will deliver to the client and what value they will offer in return. The essence of this stage is to understand the person and the problem.
	Clarify: Determine the nature and detail of the problem to be addressed. Map the construction of the system under consideration, identify what and who is to be included and excluded from the change and determine what areas pose a risk for the assignment. The primary question to understand is ‘What is going on?’
	Create: Use creative techniques to develop a sustainable solution. Critically develop a solution that is measured against clear success criteria, takes as divergent view as possible to find potential options and then professionally choose the option that meets the defined criteria.
	Change: Understand the fundamental aspects that drive and underpin the change process, and in particular the human factors that need to be managed.
	Confirm: Ensure that change has taken place using quantitative and qualitative measures.
	Continue: Ensure that the change will be sustained, using learning that emerges from the transition, the skills of the change agents and the sharing of new knowledge and skills.
	Close: End the engagement process with the client, emphasizing the need to understand the final outcomes, the added value, new learning and what further action you might undertake.

Contained within each of these seven stages are a further seven elements that include a series of tools and diagnostic models that are applied during the consulting process

The questions will always vary with the context of the change being considered and the context that it sits in, but as an example the following range of questions and issues might have been considered over the life of the iterative spiral flow.

Rapid Mapping

It is amazing to think about how many important things are decided in the first 10 minutes of any client consultant meeting:

	The nature of the relationship and if there is mutual respect in the professionalism of both players.
	If the consultant wants to take the client’s project on.
	If the client wants to employ the consultant.
	If the proposed project has life, will survive and can add value for the business.
	What level of risk both players are exposed to by entering into a partnership.

The problem is that both players need to ascertain this type of information before committing to any form of formal relationship, but this can be difficult when under time pressure. The client is being pressured to fix the problem fast because costs are rising and they are losing customers. The consultant is being (subtlety) pressured to take on the client because they need to hit the utilization and revenue targets. As a consequence the first consulting date often looks like the first romantic encounter. Both players eager to meet and get to know each other, whilst at the same time having a pre-arranged escape path just in case it doesn’t feel right. The trouble is that a successful kiss on a first date is not a good predicator that a long-term relationship will develop. In the same way, the early coffee chat or beauty parade offers little chance for either side to really ascertain if the consulting partnership will enable both sides to create real value from the engagement.

The 7Cs life cycle framework is quite deliberately not a complex model. As such it can be used in a very short timeframe to produce a rich and robust understanding of the client’s situation without attempting to climb into the detail or resolve the problem too quickly. This allows the consultant to determine if they wish to pursue the project, the client to determine if they wish to work with the consultant and for both players to rapidly ascertain if the project is worth pursuing.

Rapid Mapping

The Rapid Mapping technique allows you to rapidly spin the client around the 7Cs in 10-15 mins. The goal is not to climb inside the situation or define a solution. It is simply to understand the client’s perception of the problem and make a conscious choice about whether to proceed to the next stage of the engagement. In the same way that when buying a new car you will ascertain a number of key points about the person and the car over the telephone or email. If at this stage you feel comfortable that the sale is viable and of value then you might be prepared to commit a few hours to drive to their house to have a look in more detail.

The consulting process is often no different. The potential client might call you up, meet you in a corridor, or simply pop in as they are passing the office. At that stage they may outline the problem they are trying to resolve. This stage is normally quite rushed as both client and consultant are in the middle of something else so it is literally time for a coffee and croissant.

Hence all you might have time for is to ask a selection of the following questions:

Client

· What is the problem or reason for the project/change?

· Why has the problem surfaced?

· What are the implications of doing nothing?

· Who is the real/end client and what is their level of ‘buy-in’ to the proposed project?

· Who are the end consumers (people who will be affected) what is their support for the project?

· What trade off’s will have to be made to deliver the final change (what will you have to give up)

· How will things be different or better once the project is complete?

· What concerns do you have about the project?

· What is the background – has it been tried before?

· How will you know when it has been successful?

Clarify

· What is the reason for the current situation?

· What evidence do you have to indicate there is a problem?

· How sure are you as to the cause of the problem?

· Do you have any concerns about factors that might impact the project?

· What concerns would the consumers or users of the change voice about what will happen?

· Are there any side effects that could arise from undertaking the project?

· Who else is involved in the change – do they support it?

· Who will any change impact upon?

· Who can stop it from being successful?

· What are the unspoken or shadow issues that might cause the change to fail?

Create

· What constraints are there on any proposed solution

· What are the criteria for a successful solution

· Is there anything we can’t do?

· What is the budget and timescale?

· What have you thought of already?

· What has been tried before?

· What risks are you prepared to take?

· What flexibility is there in any proposed solution?

· How will you know when you see the right solution?

Change

· Who will be impacted by the change?

· What will their response be?

· What methods will you be prepared to use to implement the change (coercive to empathic)?

· Will we have the necessary power to effect a successful change?

· What other changes are taking place that will impact our programme?

· Do you have a standard engagement/deployment process that will have to be followed?

· Are there any aspects of the change that we will not be managing?

· How brutal are you prepared to be to make it happen?

· Where is the power to effect change held?

· Do you appreciate the full cost involved in effecting the change successfully?

· Have you segmented those people who will and won’t resist and who the key influencers might be?

Confirm

· How important is it for measurement to take place?

· Are you prepared to pay for the measurement to take place?

· Will you use quantitative or qualitative measures?

· How will you measure the consumer’s buy-in to the change?

· Who will undertake the measurement?

· What measures have you used in the past?

· How will you measure our performance?

· How long will measurements continue for?

Continue

· How long do you want the change to last?

· Have you tried this before – did it last – if not why?

· What can we do to help ensure that the change will last?

· Are you prepared to invest in things that will make it last?

· Do you have the resources in place to support any change?

· Are responsibilities defined to maintain the change once we are complete?

· Is there anyone who will try to eradicate the change once it is complete?

Close

· What does good look like?

· Once the change is complete what differentiated value will we have added?

· What can be learnt from the exercise?

· How can this learning be used elsewhere?

· What can we do to ensure that you are not dependent on us once complete?

· What would we have to do for you to recommend us to a colleague?

· What else might we be able to help you with?

Once you have spun round the wheel a number of times then you and the client will have the confidence to commit to a full contract.

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(c) Mick Cope