459麦肯锡-新员工培训手册

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459麦肯锡新员工培训手册

Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and ห้องสมุดไป่ตู้rameworks in that functional area
This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.

麦肯锡新员工培训手册

Today
ORGANIZATIONAL WORK GROWING IN IMPORTANCE
McKinsey’s engagement mix Percent of time Evolving marketplace Quickening pace of strategic adaptation Durable competitive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquiring in-house strategic capability Making change happen remains the “neglected art”
McKinsey’s mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.

麦肯锡公司新员工培训手册(英文版)(ppt 91页)

The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.

麦肯锡新人培训和

发达旳人力资源系统以连续活力
CEO是首席人才官清楚聚焦绩效与鼓励—成功旳长久财富建设方案似乎是关键管理流程确保领导者清楚其2-3层下列员工旳主要贡献CEO领导年度旳“员工评审”– 在最关键或高需求工作中旳体现最优个人/团队“人员素质”是第一优先问题
其他研究发觉：全部10家企业都在尝试自治。自治意味着责任授权。这些组织一样旳都将“各式各样旳”或者“跨部门旳”员工融入连续改善绩效旳活动中。他们旳目旳是确保其员工具有主人翁意识。这些组织旳自治与其他某些企业尝试旳“参加和授权”有所不同。在高绩效组织中授权旳目旳只有一种，那就是绩效。在接下来旳矩阵图里，我们研究旳高绩效组织都位于矩阵旳上半部分（绩效优异区域）；许多已经处于矩阵旳右侧区域（参加和授权区域）。
原则
完毕任务财务业绩
除原有原则以外，新增：客户服务库存管理门店外观
第二个分析对比根据目前做法和今后设想在关键任务上花费时间旳百分比。
时间分配旳对比
关键工作：区域运作经理
100%
定制产品、服务、价格和推广部门•寻找新业务•评估业务和客户服务绩效
Expand one-on-one time with SM and associates• Train and motivate face-to-face for customer service, inventory management…•Encourage SM to innovate
系统
运营系统，涉及岗位描述和绩效评估，确保运营质量符合原则。全部加盟经过常规原则调查，涉及QSC系统旳A到F层级。不同于其他旳特许经营机构，麦当劳只有在门店显示其具有高质量运营旳历史统计时才被允许扩张门店。麦当劳旳员工手册为经理们提供了多种方案以保持员工旳动力和投入。

麦肯锡新员工培训手册(中文版)

这10个HPO共有6个管理属性，每个属性都侧重于性能。通过将您的客户组织与这些 HPO进行比较，您可以确定改进您的客户组织的机会。
• “高绩效公司”属性
在领导的推动下
需要什么改变？
绩效上的差组织挑战距.
客户应该如何进行更改？
倡议
强化元素
建立在不懈的追求前事实的策略/视觉
被一个异常激烈的，
性能驱动的环境所吸引
分层，命令和控制导向，“有资格”的组织
活动驱动、“参与和授权”的组织
低指挥和控制参与和赋权
管理办法
大多数大公司从矩阵的左下角开始（低性能和命令和控制管理方法）。我们发现，成功过渡到右上角的HPO首先获得了高性能，然后进行了实验并采用了赋权。授权而不首先在公司建立真正的绩效伦理往往会导致持续的低绩效。
45
不断发展的球员
• 许多企业获得内部战略能
77
力
• 实现变革仍然是“被忽视
的艺术”
帮助实现变
55
革
23
资料来源：对该公司23个小额供资和微型企业的调查
十年前
今天
增加对组织问
题和变革管理的帮助需求
我们的竞争对手没有错过我们客户最近的发展。我们的每一个竞争对手最近都在他们的投资组合中引入了一个品牌组织元素。他们的组织专业知识在他们的营销活动中占有突出地位。
在本文档的末尾，您可以找到一个描述核心文档和手册的选择的部分，这些文档和手册可以为您提供这里描述的一些框架的进一步细节。所有这些文件现在都在PDNet上；这些文件的硬拷贝可向PDNetExpress索取，后者将在24小时内交付
本文件的内容已通过“切换轨道”-OP的第一年模块录像带，以简洁和直观的方式使用实际客户-斯堪的纳维亚铁路公司-为当地培训课程改编。它是40分钟长，应该呈现在3个短段。在这些部分之间，教员进行所附的练习，添加他/她认为澄清概念所需的任何评论，并就选定的主题提供个人经验。一份录像带和主持人指南与练习可以要求公司

麦肯锡新员工培训手册

•The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
•
This document seeks to answer 4 questions
•SECTION 1 Why do associates need to consider organizational issues in every engagement? •SECTION 2 What frameworks do we use to help our clients improve organizational performance? •SECTION 3 What role does an associate play in organization work? •SECTION 4 Where can an associate find out more?

麦肯锡内部培训手册战略

除了财富创造的其它目标
回避风险总体风险回避特殊风险回避令人满意足够好就行最大可能危害最小化非直接利益的目标象征性的目标：市场份额消费者满意度销售量组织利益：维持/创造就业维持企业国家福利使命性目标在最低的成本下创造最高质量质量协会为妇女获得发展领导和权威创造机会妇女协会
第一部分第1章: 战略目标价值模型适应公司远景及战略第2章: 定义经营单元战略战略规则/业务构想在哪里竞争怎样竞争价值假设可持续竞争优势何时竞争一系列相互协调的举措价值传递系统第3章: 发展战略思考流程第1步：设定目标第2步：定义经营单元第3步：进行环境分析结构行为绩效分析波特模型行业参与者模型客户消费者/需求分析竞争者/供给分析
*
TCQ011129BJGB
一系列紧密联系的举措
客户必须将业务概念转化为一系列有形的举措;使得：1 顾客竞争者供应商分销商改变其行为;而为客户创造财富;或 2 改变客户的成本结构和/或资产使用以在任何给定的产出水平上提高利润
*
TCQ011129BJGB
如何竞争：通过价值方案影响顾客
一个价值的保证利益减价格使得顾客选择某种产品而不是竞争者的：利益清楚独特显而易见价格明确有明确的目标消费者清楚这样的价值方案对于目标细分市场为什么是优秀的显然有充足的需求显然有足够的回报在竞争者的价值方案影响下仍然可行革新方案在当前经营环境中是可行的是客户几个可能的价值方案中最好的清晰简单
*
TCQ011129BJGB
价值方案清晰简单描述了客户为目标消费群体提供的利益及为利益索取的价格价值方案可被认为是清晰简单描述了为什么顾客选择客户而不是竞争者的产品或服务的原理做任何选择时;顾客使用相互作用的两个标准：利益和价格利益是那些顾客认为是重要的东西同样;价格是那些顾客认为是为产品而付出的所有东西如果顾客发现某个产品或服务的总利益超出价格;这就代表了一个正的价值经济学表述为消费者剩余即价值等于利益减价格顾客选择客户的产品或服务;是因为他们认为其价值大于竞争者可提供的经营单元提供给消费者一定的价值;即利益和价格的组合;这就是价值方案

麦肯锡新员工训手册

At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook eshuba
2020/3/2
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area

员工手册-麦肯锡—新员工培训手册-92页文档资料

McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area

管理-麦肯锡新进人员培训三步曲之组织咨询手册共47页文档

▪
29、勇猛、大胆和坚定的决心能够抵得上武器的精良。——达·芬奇
▪
30、意志是一个强壮的盲人，倚靠在明眼的跛子肩上。——叔本华
谢谢！
47
Hale Waihona Puke ▪26、要使整个人生都过得舒适、愉快，这是不可能的，因为人类必须具备一种能应付逆境的态度。——卢梭
▪
27、只有把抱怨环境的心情，化为上进的力量，才是成功的保证。——罗曼·罗兰
▪
28、知之者不如好之者，好之者不如乐之者。——孔子
管理-麦肯锡新进人员培训三步曲之组织咨询手册
11、获得的成功越大，就越令人高兴。野心是使人勤奋的原因，节制使人枯萎。 12、不问收获，只问耕耘。如同种树，先有根茎，再有枝叶，尔后花实，好好劳动，不要想太多，那样只会使人胆孝懒惰，因为不实践，甚至不接触社会，难道你是野人。(名言网) 13、不怕，不悔(虽然只有四个字，但常看常新。 14、我在心里默默地为每一个人祝福。我爱自己，我用清洁与节制来珍惜我的身体，我用智慧和知识充实我的头脑。 15、这世上的一切都借希望而完成。农夫不会播下一粒玉米，如果他不曾希望它长成种籽；单身汉不会娶妻，如果他不曾希望有小孩；商人或手艺人不会工作，如果他不曾希望因此而有收益。-- 马钉路德。

麦肯锡新员工培训手册

We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose. However, a recent survey of engagements in which clients failed to implement proposed strategies found, in three cases out of four, that the client organization was not change-ready or even capable of implementing the strategy we proposed. To ensure that we have impact, we need to consider organizational issues as we devise strategies. We must choose strategies the clients are ready and able to implement or complement our strategy work with investment in building the organization’s skills so that the organization can step up to the challenge the superior strategy poses..
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook

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This document seeks to answer 4 questions
SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?
At the end of this document, you can find a section describing a selection of thБайду номын сангаас core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 24 hours
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client — The Scandinavian Railroad Company. It is 40 minutes long and should be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderator’s guide with exercises can be requested from the Firm
These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client.
This document focuses on one vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study.
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organization.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
FOREWORD AND OBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area