Mckinsey新员工培训手册(内有全部某咨询的工具和方法介绍)英文
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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.
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
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Crafting the answer
Helping implement
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
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..
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.
change
Source: Survey of 23 MGMs across the Firm
77
23
10 years ago
Increasing
45
demand for
help with
organization
issues and
change
55
management
Today
The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.
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
The clients we serve are changing as well. They have increasingly hired in-house strategic capabilities. Most have built strategy shops close to the CEO. Few, however, have the inhouse capability and objectivity to do the organizational work required toห้องสมุดไป่ตู้make change happen.
CRITICAL ELEMENTS FOR IMPACT
Successful strategy
Efficient operations
Effective organization
We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose.
The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain world-class performance that provides durable competitive advantage in these times of rapid change.
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?
Organization lacked
the capabilities to
40
execute strategy
35 Client not change-ready or committed
The demand for organizational work is increasing.
Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand.
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
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE
Percent
McKinsey recommendations flawed
Other 8
17
100%=340 responses
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.
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
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Crafting the answer
Helping implement
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
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..
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.
change
Source: Survey of 23 MGMs across the Firm
77
23
10 years ago
Increasing
45
demand for
help with
organization
issues and
change
55
management
Today
The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.
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
The clients we serve are changing as well. They have increasingly hired in-house strategic capabilities. Most have built strategy shops close to the CEO. Few, however, have the inhouse capability and objectivity to do the organizational work required toห้องสมุดไป่ตู้make change happen.
CRITICAL ELEMENTS FOR IMPACT
Successful strategy
Efficient operations
Effective organization
We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose.
The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain world-class performance that provides durable competitive advantage in these times of rapid change.
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?
Organization lacked
the capabilities to
40
execute strategy
35 Client not change-ready or committed
The demand for organizational work is increasing.
Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand.
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
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE
Percent
McKinsey recommendations flawed
Other 8
17
100%=340 responses