【精品】最新麦肯锡新员工培训手册(内有全部麦肯锡课件(PPT 91页)

1、Organization:Overview of Core FrameworksLocal Training Module For First-year Associates Associate Handbook第1页，共91页。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 a

2、reas.” 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 areaAt the end of this document, you can

3、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 hoursThe contents o

4、f this document have been adapted for local training sessions through “Switching Tracks” OPs 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 sho

5、rt 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 moderators guide with exercises can be requested from the Firm

6、第2页，共91页。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

7、 4 Where can an associate find out more?第3页，共91页。McKinseys 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 reinf

8、orce 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 relationsh

9、ip. 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.第4页，共91页。CRITICAL ELEMENTS FOR IMPACTSuccessful strategyEfficient operations Effective organization 第5页，共91页。We only achieve impact when the orga

10、nizations 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

11、 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 organizations skills so that

12、the organization can step up to the challenge the superior strategy poses.第6页，共91页。3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATIONS INABILITY TO EXECUTE100%=340 responsesPercentMcKinsey recommendations flawedClient not change-ready or committedOrganization lacked the capabilities t

13、o execute strategyOther第7页，共91页。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 r

14、apid 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

15、 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.第8页

16、，共91页。ORGANIZATIONAL WORK GROWING IN IMPORTANCEEvolving marketplaceQuickening pace of strategic adaptationDurable competitive advantage often rooted in unique organizational capabilitiesEvolving playersMany businesses acquiring in-house strategic capabilityMaking change happen remains the “neglected

17、 art”McKinseys engagement mix Percent of timeIncreasing demand for help with organization issues and change management Crafting the answerHelping implement change10 years agoTodaySource: Survey of 23 MGMs across the Firm第9页，共91页。The recent evolution in our clients has not been missed by our competit

18、ors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.第10页，共91页。COMPETITORS HAVE BRANDED ORGANIZATION TOOLSConsulting firm ProductClient exampleBCGTime based competitio

19、nGEGeneral SystemsProcess redesign UPRRBooz Allen Continuous improvementExxonUnited ResearchProcess redesign and facilitationMobilDelta PointTransformational changeSmithKline Beecham第11页，共91页。McKinseys consulting approach must evolve as our clients evolve. These changes provoke a shift in the nature

20、 of our work and an evolution of the role of the associate on engagements.The increased demand for organizational work impacts associates directly. Associates are drawn into leadership roles on larger teams at an earlier point in their careers. This places greater emphasis on the need for associates

21、 to develop quite soon after joining McKinsey-superb team leadership skills.第12页，共91页。EVOLUTION IN McKINSEYS APPROACH*Survey of 23 MGMs across the FirmFrom To“The answer”Solving for the “answer” and the change processManaging client teamsBuilding client capabilitiesSmall, analytically focused teams

22、average client team of 3*Multiple, highly leveraged McKinsey/client teams Average client team of 10*CEO counseling by senior people Coaching and feedback at all levels 第13页，共91页。Before we dive into the organization materials, we should announce one critical caveat: the frameworks you are about to se

23、e are only as good as the judgment and insight used to fill them out. The frameworks are often mere checklists, useful tools to ensure you do not overlook a key dimension. The OP can provide interview guides and questionnaires that you can use to flesh out the frameworks, as well as applied examples

24、 in a range of settings. However, almost all organizational issues are “situation dependent”, and almost all client settings are unique. Your judgment, insight, creativity, and organizational acumen will determine whether you add value in the client setting .第14页，共91页。A CRITICAL CAVEAT“Garbage in, g

25、arbage out”Organizational practice frameworksChecklistsSurveys, questionnairesApplied examplesGarbageGood judgment, keen insight, creativity, organizational acumenGarbageClient impactCONCEPTUAL第15页，共91页。A series of frameworks are available to help clients identify and address organizational limits o

26、n effectiveness or obstacles to change. They also point toward solutions.These frameworks help teams answer two fundamental questions: What change is needed? How should the client implement the change?The OP has derived a set of six attributes that characterize high-performing organizations(HPO). By

27、 assessing whether your client organization exhibits these six attributes, you can diagnose whether an organizational performance gap exists as well.Additionally, the 7-Ss will help you identify strengths and deficiencies in the organization. The 7-Ss focus teams on aligning structure, staff, system

28、s, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the organization and the pivotal jobholder level) with the current skill set, you can often clarify the organizational gap that exists.You complete the diagnostic by filli

29、ng out the change board. That exercise helps teams understand the organizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the organization.Once the gaps have been identified, the team needs to lay out a change pro

30、gram to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change program-top down, bottom up, cross-functional. The proper balance among these dimensions depends on the gap, the client setting, and the competitive context.Every change program conta

31、ins some mix of six fundamental energizing elements. Each must be considered as we design change programs.This section of the handbook will discuss each framework in turn.第16页，共91页。CORE FRAMEWORKSHigh-performing organization attributesVisionPerfor-manceCEO ledPeople Skills Simple 7-S frameworkWinnin

32、g formulaPivotal jobsDesign leversOrganizational structureWhat change is needed?How should the client make change happen?What gaps in organizational performance exist?What organizational challenges exist?What initiatives comprise the change program?How do we create energy for the change program?Stra

33、tegySkillsShared valuesVISIONStaff Management systemsLeadership styleChange boardAgenda/platformDirection settingStructuringBottom-up energizingTransformation trianglePerformance managementVision and leadershipcommunicationOrganizational infrastructurePeople developmentProblem solving processEnergiz

34、ing elements第17页，共91页。The OP undertook a study of 10 high-performing companies, true industry leaders, that we knew very well. The companies had sustained pace-setting performance in their respective industries over 2 decades.These 10 HPOs shared six management attributes, each of which focuses on p

35、erformance. By comparing your client organization to these HPOs, you may identify opportunities to improve your client organization.第18页，共91页。“HIGH-PERFORMANCE COMPANY” ATTRIBUTESDriven by leadersAligned by simple structures and core processesBased on world-class skillsRejuvenated by well-developed

36、people systemsBuilt by relentless pursuit of before-the-fact strategies/vision Energized by an extraordinarily intense, performance-driven environmentWhat change is needed?How should the client make change happen?Organizational challengesInitiativesEnergizing elementsGaps in performance第19页，共91页。The

37、 first three of the six common management attributes: Driven by leaders. The leaders of these companies had very high performance aspirations. For these leaders there was no such notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. Bu

38、ilt by relentless before-the-fact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. Energized by an extraordinarily intense, performance-driven environment. HPOs have a demanding, occasionally punishing, work p

39、ace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work.第20页，共91页。ATTRIBUTES OF AN HPODriven by leaderVery high performance aspirations held by all key leadersDemanding, “unreasonable” CEOsEffective working group at top

40、Ability to penetrate to micro- level of their businesses Single-minded adherence to simple, clear success measures-not just financialProductive “fear of failure”Built by relentless pursuit of before-the-fact strategies/visionHighly motivating, if not inspiring, “end” stateFrequently oriented toward

41、industry leadershipConsistently striving for both profitability and growthPassionate defenders of core businessesUnderstanding of how industry(s) works, what customers want, and what competitors can do- and how these might changeEnergized by an extraordi-narily intense, performance driven environmen

42、tDemanding, occasionally punishing, work pace; on call all the timeReal follow-through on accountability especially at the topAggressive learning from things that do not work “good” places to work but not always “nice”Performance shortfalls change careersMembers feel rewarded by being part of winnin

43、g institution第21页，共91页。The last three common management attributes focus on structure, skills, and systems: Aligned by simple structures and core processes. HPOs align authority, accountability, and performance challenges. Lines of communication and approval are simple and are mirrored from one divi

44、sion to the next. Based on world-class skills. HPOs are world class in at least one critical skill of their industry, e.g., product development in high technology, risk management in wholesale banking, direct-to-store delivery in consumer goods, best-cost manufacturing. Additionally, HPOs exhibit su

45、perior process management skills that in and of themselves become a source of competitive advantage. Rejuvenated by well-developed people systems. The CEO in these companies is the Chief Personnel Officer. The CEO interacts regularly with the entire leadership group, understands the individual devel

46、opment needs and goals, and leads staffing reviews.第22页，共91页。ATTRIBUTES OF AN HPO (CONTINUED)Aligned by simple structures and core processesStraightforward alignment of authority, accountability, and performance challengesUncomplicated lines of communication and approval line to line Similar interna

47、l structural units and key management processes across the companyMinimal critical staff reviewsRegular calendar of key management processes and communicationBased on world-class company skillsDo many things well, but at least 1 functional skill at world-class competence level underpins strategyAlso

48、 focus on building corporate skill in the way they run the placeCompany key management processes viewed as real competitive advantageRejuvenated by well-developed people systemsCEO is Chief Personnel Officer Clear focus on performance and motivation successful long-term wealth-building programs seem

49、 keyManagement processes ensure leaders have “informed” view of key contributors 2-3 levels downCEO leads annual “staffing review” best people/teams in most critical/demanding jobs“Bench strength” is a top priority第23页，共91页。The HPO research found something else common to the HPOs: all 10 were experi

50、menting with self-governance. Self-governance in these HPOs means empowerment with accountability. The HPOs share the common characteristic of involving “a wide range of “or “broad cross-section of” employees in driving for improved performance. Their goal is to imbue every employee with an owners m

51、ind-set.Self governance in these HPOs is different from that practiced in other “engaged and empowered” companies. In HPOs the single-minded objective of empowerment is performance.In the matrix below, the HPOs we studied were all in the top half of the matrix (high performance); many were reaching,

52、 in addition, for the right-hand side of the matrix(engaged and empowered).第24页，共91页。PERFORMANCE AND EMPOWERMENT AT HPOsHPOsPerformance-focused, top-down-driven organizationsPerformance-driven, empowered, and accountable organizationsHierarchical, command- and control-oriented, “entitled” organizati

53、onsActivity-driven, “engaged and empowered” organizationsCommand and control Engage and empowerHighLow Average PerformanceManagement approach第25页，共91页。Most large companies start out in the lower left-hand corner of the matrix (low performance and command-and-control management approach). We discover

54、ed that HPOs that have successfully transitioned to the upper right-hand corner have first achieved high performance and then experimented with and adopted empowerment. Empowerment without first establishing a true performance ethic in the company tends to result in continued low performance.If your

55、 client falls in the lower left-hand corner of this matrix, it needs to concentrate first on building a true performance ethic. Empowerment, alone, is unlikely to yield performance improvement.第26页，共91页。TRANSFORMATION PATHPath followed by high-performance companiesPath experienced by companies that

56、fail to instill performance ethic firstEmersonPepsicoSonocoSun TrustVF3MGEHallmarkJohnson&JohnsonMany high perfor-mers” on the journey”Most companiesBPFP&LWallaceCommand and control Engage and empowerHighLow Average PerformanceManagement approach第27页，共91页。As discussed above, the first phase of the o

57、rganization diagnostic identifies performance gaps.The second phase focuses on identifying organizational issues and impediments to change. The framework most commonly used to identify organizational issues includes seven buckets that start with “S”.Strategy. An integrated set of actions that delive

58、r a superior value to a set of customers with a cost structure allowing excellent continuing returns.Institutional skills. End-result activities the company must be really good at in order to deliver the value proposition.Shared values. Simple, agreed-upon principles that say what is important aroun

59、d here.Taken together, the first 3-Ss define the companys vision: an overriding goal that people in the organization strive to achieve; that is challenging, valuable, and exciting to them; and valuable and differentiated to the intended customer. To achieve the vision, the company must design and al

60、ign levers to guide the behavior of those holding pivotal jobs close to the front line i.e., those who directly affect delivery of value to the customer.Organizational structure. An orderly and predictable system to determine who reports to whom and how tasks are divided up and integrated.Staff. The