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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麦肯锡新教材员工培训手册(英文版本)(1)
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
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 triangbe 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.
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 triangbe 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(英文版)(ppt 91页)
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.
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 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
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 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
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.
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.
14Mckinsey新员工培训手册英文
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
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
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
新员工培训手册(内有全部麦肯锡的工具和方法介绍)英文_精品93页PPT
21、要知道对好事的称颂过于夸大，也会招来人们的反感轻蔑和嫉妒。——培根 22、业精于勤，荒于嬉；行成于思，毁于随。——韩愈
新员工培训手册(内有全部麦肯锡的工 具和方法介绍)英文_精品
•
6、黄金时代是在我们的前面，而不在 我们的 后面。
•
7、心急吃不了热汤圆。
•
8、你可以很有个性，但某些时候请收 敛。
•
9、只为成功找方法，不为失败找借口 (蹩脚 的工人 总是说 工具不 好)。
•
10、只要下定决心克服恐惧，便几乎 能克服 任何恐 惧。因 为，请 记住， 除了在 脑海中 ，恐惧 无处藏 身。-- 戴尔． 卡耐基 。
23、一切节省，归根到底都归结为时间的节省。——马克思 24、意志命运往往背道而驰，决心到最后会全部推倒。——莎士比亚
25、学习是劳动，是充满思想的劳动。——乌申斯基
谢谢！
麦肯锡集团新员工培训手册(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
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.
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.
赢在职场经典实用课件Mckinsey的新员工培训手册英文版
赢在职场经典实用课件Mckinsey的新 员工培训手册英文版
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE
•Percent
•McKinsey recommendations flawed
•The demand for organizational work is increasing. •Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand. •The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from ctitive 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. •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 in-house capability and objectivity to do the organizational work required to make change happen.
3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATION’S INABILITY TO EXECUTE
•Percent
•McKinsey recommendations flawed
•The demand for organizational work is increasing. •Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand. •The pace of change in the marketplace is accelerating . A strategic choice or an operational innovation evokes a rapid reaction from ctitive 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. •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 in-house capability and objectivity to do the organizational work required to make change happen.
Mck教材insey-新员工培训手册(内有全部麦肯锡的工具跟计划介绍)英文
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:
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
[实用参考]新员工英文培训手册(内有全部麦肯锡的工具和方法介绍)
![[实用参考]新员工英文培训手册(内有全部麦肯锡的工具和方法介绍)](https://img.taocdn.com/s3/m/0b164561fe4733687e21aa3d.png)
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 threesion 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 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?
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 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?
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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 to make change happen.
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.
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.
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.
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.
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.
change
Source: Survey of 23 MGMs across the Firm
77
23
10 years ago
Increasing
45
demand fanization
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.
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
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Crafting the answer
Helping implement
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?
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
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.
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
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.
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..
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.
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.
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.
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.
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.
change
Source: Survey of 23 MGMs across the Firm
77
23
10 years ago
Increasing
45
demand fanization
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.
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
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
Crafting the answer
Helping implement
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?
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
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.
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
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.
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..