麦肯锡新员工讲义培训手册
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员工手册-009麦肯锡-新员工培训手册共93页文档
一个人应该：活泼而守纪律，天 真而不 幼稚， 勇敢而 鲁莽， 倔强而 有原则 ，热情 而不冲 动，乐 观而不 盲目。 ——马 克思
6、最大的骄傲于最大的自卑都表示心灵的最软弱无力。——斯宾诺莎 7、自知之明是最难得的知识。——西班牙 8、勇气通往天堂，怯懦通往地狱。——塞内加 9、有时候读书是一种巧妙地避开思考的方法。——赫尔普斯 10、阅读一切好书如同和过去最杰出的人谈话。——笛卡儿
员工手册-009麦肯锡-新 员工培训手册
6、纪律是自由的第一条件。——黑格 尔 7、纪律是集体的面貌，集体的声音， 集体的 动作， 集体的 表情， 集体的 信念。 ——马 卡连柯
8、我们现在必须完全保持党的纪律， 否则一 切都会 陷入污 泥中。 ——马 克思 9、学校没有纪律便如磨坊没有水。— —夸美 纽斯
6、最大的骄傲于最大的自卑都表示心灵的最软弱无力。——斯宾诺莎 7、自知之明是最难得的知识。——西班牙 8、勇气通往天堂，怯懦通往地狱。——塞内加 9、有时候读书是一种巧妙地避开思考的方法。——赫尔普斯 10、阅读一切好书如同和过去最杰出的人谈话。——笛卡儿
员工手册-009麦肯锡-新 员工培训手册
6、纪律是自由的第一条件。——黑格 尔 7、纪律是集体的面貌，集体的声音， 集体的 动作， 集体的 表情， 集体的 信念。 ——马 卡连柯
8、我们现在必须完全保持党的纪律， 否则一 切都会 陷入污 泥中。 ——马 克思 9、学校没有纪律便如磨坊没有水。— —夸美 纽斯
麦肯锡 Mckinsey-新员工培训手册(内有全部麦肯锡的工具和方法介绍)_精品共94页文档
39、勿问成功的秘诀为何，且尽全力做你应该做的事吧。——美华纳
40、学而不思则罔，思而不学则殆。——孔子
麦肯锡 Mckinsey-新员工培训手册(内 有全部麦肯锡的工具和方法介绍)_精
品
16、自己选择的路、跪着也要把它走 完。 17、一般情况下)不想三年以后的事， 只想现 在的事 。现在 有成就 ，以后 才能更 辉煌。
18、敢于向黑暗宣战的人，心里必须 充满光 明。 19、学习的关键--重复。
20、懦弱的人只会裹足不前，莽撞的 人只能 引为烧 身，只 有真正 勇敢的 人才能 所向披 靡。
谢谢！
36、自己的鞋子，自己知道紧在哪里。——西班牙
37、我们唯一不会改正的缺点是软弱。——拉罗什福科
xiexie! 38、我这个人走得很慢，但是我从不后退。——亚伯拉罕·林肯
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(内有全部麦肯锡的工具和方法介绍)英文
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 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
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 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
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。
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。
009麦肯锡新员工培训手册
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
2020/3/23
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
2020/3/23
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”
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
2020/3/23
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
2020/3/23
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”
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
• “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.
459麦肯锡-新员工培训手册
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..
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.
Evolving players • Many businesses acquiring in-house strategic capability • Makingcted art”
Crafting the answer
Helping implement
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 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.
Evolving players • Many businesses acquiring in-house strategic capability • Makingcted art”
Crafting the answer
Helping implement
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
麦肯锡—团队的智慧内部培训手册PPT
案例：北方伯灵顿的联合运输团队
背景
由于美国对铁路运输业放松管 制;导致联合运输的产生;北方 伯灵顿公司对此反应缓慢
业绩的挑战
北方伯灵顿公司进行联合运输业务; 但并不认真经营;对联合运输团队的 管理非常混乱和缺乏效率
结果
该公司的排名成为全行业的倒数第一
LDCL01033T1CBQJ0G1B1f1in2a9lBcJo(rGpB) strategy
McKinsey团队就是由少数有互补技能、愿意为了共同的目的、业绩目标和方法 而相互承担责任的人们所组成的群体。
互补的技能
共同的工作方法
共同的目的和业绩目标
为数不多的成员
相互承担责任
在下面几页将对团队构 成的基本要素进行详细 讨论并提出相关问题。 为了评价所在小组，对 问题进行深入思考找出 进行改进的实际可行的 想法是很值得的。
尤其是在团队组建的初期 显得更为重要;以至于特别 小组的成员发现小组的任 务几乎成了他们的第二职 业
提出和抓住几个有立竿 见影效果的注重业绩成
果的工作和目标
安然公司下属的经营公司 的负责人拒绝放弃对预算 的某些控制;却帮助促成特 别小组 明智的团队认识到 注重业绩目标的事件的价 值;并利用这些事件
开拓积极反馈 承认和 奖励的能力
需关注的问题
•是否能够经常并且轻易地举行会议 •所有成员是否能够轻易而经常地交流沟通 •所有成员是否都能开诚布公相互配合做事 •每个人是否都能了解其他人的作用和技能 •是否还需要更多的人来实现目标 •是否有可能;也有必要再分下一级小组
LDCL01033T1CBQJ0G1B1f1in2a9lBcJo(rGpB) strategy
安然公司的高层对于参与 者给予奖励 但作为潜在 的团队;则必须开发出自 己的方法;直到最后;对团 队业绩的满足感成了最高 的奖赏
麦肯锡新员工培训手册
At the end of this document, you can find a section d escribing a selection of the core documents and han dbooks that can give you further details on some of t he frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be r equested from PDNet Express, which will deliver 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 e lements: choose the best strategy, develop world-cla ss operations, align the organization.
This document focuses on one vertex of this triangula r relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing
However, a recent survey of engagements in which cl ients failed to implement proposed strategies found, i n three cases out of four, that the client organization was not change-ready or even capable of implementi ng the strategy we proposed.
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical e lements: choose the best strategy, develop world-cla ss operations, align the organization.
This document focuses on one vertex of this triangula r relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing
However, a recent survey of engagements in which cl ients failed to implement proposed strategies found, i n three cases out of four, that the client organization was not change-ready or even capable of implementi ng the strategy we proposed.