麦肯锡解决问题方法

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TheMcKinseyApproachtoProblemSolvingAbouttheMcKinseyApproachtoProblemSolvingMcKinsey&Co.hasbuiltareputationasoneof*themostrespectedmanagementconsultingfirmsintheworldbasedonthestrengthofitsapproachtosolvingproblems.Thisapproachcanbetaught.And,infact,itistaughttoeveryconsultantjoiningMcKinseyduringtheirfirstweekatthefirm.AtUmbrexwebelieveanyonecanlearnthisapproach,andwehopetomakeitavailabletoawideraudience.ThisdocumentprovidesanintroductiontotheMcKinseyproblemsolvingapproach.Andthedocumentincludesproblem-solvingtemplatesyoucanuseinyourowndocument.*McKinseyconsultantsandalumsmightstrikethe“oneof”inthissentence.TableofContentsTheMcKinseyApproachtoProblemSolvingProblemSolvingProcessDefinetheProblemProblemStatementWorksheetStakeholderAnalysisWorksheetStructuretheProblemHypothesisTreesIssueTreesPrioritizeIssuesPlanAnalysesCreateaWorkplanSynthesizeFindingsCraftRecommendationsCommunicateDistinctivenessPracticesHarnessthePowerofCollaborationTheMcKinseyApproachtoProblemSolvingTheMcKinseyApproachtoProblemSolvingProblemsolving—findingtheoptimalsolutiontoagivenbusinessopportunityorchallenge—istheveryheartofhowconsultantscreateclientimpact,andconsideredthemostimportantskillforsuccessatMcKinsey.Thecharacteristic“McKinseymethod”ofproblemsolvingisastructured,inductiveapproachthatcanbeusedtomakeprogressonnearlyanyproblem.TherearefourfundamentaldisciplinesoftheMcKinseymethod:Problemdefinition:Athoroughunderstandingandcrispdefinitionoftheproblem.Theproblem-solvingprocess:Structuringtheproblem,prioritizingtheissues,planninganalyses,conductinganalyses,synthesizingfindings,anddevelopingrecommendations.Distinctivenesspractices:Constructingalternativeperspectives;identifyingrelationships;distillingtheessenceofanissue,analysis,orrecommendation;andstayingaheadofothersintheproblem-solvingprocess.Collaboration:Activelyseekingoutclient,customer,andsupplierperspectives,aswellasinternalandexternalexpertinsightandknowledge.Source:McKinseyStaffPaper66ProblemSolvingProcessProblem-solvingprocess1.DefineproblemWillourdefinitionoftheproblemsolvethecoreissue?Source:McKinseyStaffPaper662.StructureproblemBreakdowntheproblemintoelementsthataremutuallyexclusiveandcollectivelyexhaustive(MECE)3.PrioritizeissuesWhatquestionsaremostcritical?Ifwegettheanswer,wouldthatchangeourfinalrecommendation?4.PlananalysesWhatsourcesofinfowillweneed,howwillwegetthem,howlongwillittake,whowilldoit?5.ConductanalysesWhat’sthesimplestwaytoproveordisprovethehypothesis?6.SynthesizefindingsWhat’sthe“sowhat?”7.CraftrecommendationsMakeitclearwhattheclientshoulddo,andwhy.8.CommunicateMapthestakeholders,involvethemintheprocess,buildalignmentsuchthattheyownthesolutionProblem-solvingprocess:checklist1.Defineproblem

2.Structureproblem3.Prioritizeissues4.Plananalyses5.Conductanalyses6.Synthesizefindings7.Craftrecommendations8.CommunicateStatus

ThistemplatecanbeusedbyateamtodoaperiodicprocesscheckDefinetheProblemDefinetheproblemThemostimportantstepinyourentireprojectistofirstcarefullydefinetheproblem.Theproblemdefinitionwillservetheguidealloftheteam’swork,soitiscriticaltoensurethatallkeystakeholdersagreethatitistherightproblemtobesolving.Thereareoftendozensofissuesthatateamcouldfocuson,anditisoftennotobvioushowtodefinetheproblem.Inanyreal-lifesituation,therearemanypossibleproblemstatements.Yourchoiceofproblemstatementwillservetoconstraintherangeofpossiblesolutions.Constraintscanbeagoodthing(e.g.,limitsolutionstoactionswithintheavailablebudget.)Andconstraintscanbeabadthing(e.g.,eliminatingthepossibilityofcreativeideas.)Sochoosewisely.Theproblemstatementmayignoremanyissuestofocusontheprioritythatshouldbeaddressed.Theproblemstatementshouldbephrasedasaquestion,suchthattheanswerwillbethesolution.Source:McKinseyStaffPaper66Examplesituation–AfamilyonFridayeveningScenario:Amother,afather,andtheirtwoteenagechildrenhaveallarrivedhomeonaFridayat6p.m.ThefamilyhasnotprepareddinnerforFridayevening.ThedaughterhaslacrossepracticeonSaturdayandanessaytowriteforEnglishclassdueonMonday.ThesonhastheatrerehearsalonbothSaturdayandSundayandwillneedoneparenttodrivehimtothehighschoolbothdays,thoughhecangetaridehomewithafriend.Thefamilydog,apoodle,mustbetakentothegroomeronSaturdaymorning.ThemotherwillneedtospendtimethisweekendworkingonassignmentsforherfinanceclasssheistakingaspartofherExecutiveMBA.Thefatherplanstogoona100-milebikeride,whichhecandoeitherSaturdayorSunday.Thefamilyhastwocars,butoneisatthebodyshop.Theyaretryingtosavemoneytopayforanadditiontotheirhouse.Source:McKinseyStaffPaper66Whatistheproblemdefinition?Potentialproblemdefinitions–FamilyonFridayeveningGivenonesetoffacts,itispossibletocomeupwithmanypossibleproblemstatements.Thechoiceofproblemstatementconstrainstherangeofpossiblesolutions.Beforestartingtosolvetheproblem,thefamilyfirstneedstoagreeonwhatproblemtheywanttosolve.Examples:WhatshouldthefamilydofordinneronFridaynight?Howcanthefamilyscheduletheiractivitiesthisweekendtoaccomplisheverythingplannedgiventhattheyonlyhaveonevehicleavailable?Howcanthefamilyincreaseincomeorreduceexpensestoallowthemtosave$75Koverthenext12monthstopayfortheplannedadditiontotheirhouse?Source:McKinseyStaffPaper66PhrasetheproblemstatementasaquestionWhatshouldthefamilydofordinneronFridaynight?Shouldthefamilycookdinnerororderdelivery?Whatshouldthefamilycookfordinner?Whatshouldthefamilycookfordinnerthatwillnotrequirespendingmorethan$40ongroceries?Tocookdinner,whatdotheyneedtopickupfromthesupermarket?Howcanthefamilypreparedinnerwithinthenexthourusingingredientstheyalreadyhaveinthehouse?Source:McKinseyStaffPaper66Itis6p.m.Thefamilyhasnotmadeplansfordinner,andtheyarehungry.AstatementoffactsdoesnotfocustheproblemsolvingAquestionguidestheteamtowardsasolutionThechoiceofproblemstatementconstrainsthesolutionspaceWhatshouldthefamilydofordinneronFridaynight?Shouldthefamilycookdinnerororderdelivery?Whatshouldthefamilycookfordinner?Whatshouldthefamilycookfordinnerthatwillnotrequirespendingmorethan$40ongroceries?Tocookvegetablelasagna,whatdotheyneedtopickupfromthesupermarket?Howcanthefamilypreparedinnerwithinthenexthourusingingredientstheyalreadyhaveinthehouse?Source:McKinseyStaffPaper66Possibleproblemstatements…Broadquestionopenspossiblesolutionstocooking,reheatingleftovers,orderingdelivery,goingouttoeat,etc.…directthefocusofproblemsolvingFocusonabinarydecisionSolutionsnowexcludeexternallypreparedmealsSolutionsnowexcludemealswithexpensiveingredientsSolutionistightlyboundedAdditionalconstraintaddedwillexcludesolutionsthatrequireingredientsnotavailableinthehouseChecklist:CharacteristicsofausefulproblemdefinitionPhrasedasaquestionStakeholdersalignedthatthisistherightquestiontosolveFocusestheteamonthepriorityissueImpliesaspecificoutcomeWilloftenincludeadeadlineIncorporatesappropriateconstraintsontheuniverseofpotentialsolutionsSource:McKinseyStaffPaper66ProblemdefinitionworksheetListversionsoftheproblemdefinitiontobeevaluatedIsthetime-framerealisticandappropriate?Doesthisfocusonthehighestpriorityissue?Willwebesatisfiedifwehadthesolutiontothisproblemstatement?Whattypesofpotentialsolutionswouldthisproblemstatementexclude?Ifdifferencesofopinionexist,indicateherewhichstakeholderfavorseachproblemdefinitionIndicatewhichistheteam’srecommendationExplainwhyotheroptionshavebeendeprioritizedPossibleproblemdefinitionObservationsonthisproblemstatementImpliedconstraintsonsolutionspaceEvaluationThistemplatecanhelpateamevaluatevariousproposalsfortheproblemdefinitionProblemdefinitionworksheetxxxxxxxxxxxxPossibleproblemdefinitionObservationsonthisproblemstatementImpliedconstraintsonsolutionspaceEvaluationThistemplatecanhelpateamevaluatevariousproposalsfortheproblemdefinitionxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxExamplesofproblemdefinitionsHowcanAlfaManufacturing…..HowcanBravoHairSalon….HowcanCharlieBank….HowcanDeltaLawncare….HowcanEcho…..Source:McKinseyStaffPaper66ProblemStatementWorksheetProblemStatementWorksheetMuchofthevalueoftheProblemStatementWorksheetcomesfromthethoughtprocessesanddiscussionsgenerated.Thereareseveralwaystomaximizeitsvalue:Basicquestion.MakethequestionSMART:specific,measurable,action-oriented,relevant,andtime-bound.Context.Whataretheinternalandexternalsituationsandcomplicationsfacingtheclient,suchasindustrytrends,relativepositionwithintheindustry,capabilitygaps,financialflexibility,andsoon?Successcriteria.Understandhowtheclientandtheteamdefinesuccessandfailure.Inadditiontoanyquantitativemeasuresidentifiedinthebasicquestion,identifyotherimportantquantitativeorqualitativemeasuresofsuccess,includingtimingofimpact,visibilityofimprovement,clientcapabilitybuildingrequired,necessarymindsetshifts,andsoon.Scopeandconstraints.Scopemostcommonlycoversthemarketsorsegmentsofinterest,whereasconstraintsgovernrestrictionsonthenatureofsolutionswithinthosemarketsorsegments.Stakeholders.Explorewhoreallymakesthedecisions—whodecides,whocanhelp,andwhocanblock.Keysourcesofinsight.Whatbest-practiceexpertise,knowledge,andengagementapproachesalreadyexist?Whatknowledgefromtheclient,suppliers,andcustomersneedstobeaccessed?Beasspecificaspossible:who,what,when,how,andwhy.Source:McKinseyStaffPaper66BasicquestiontoberesolvedDefineswhatmustberesolvedtodeliverMcKinsey-levelclientimpact.ThequestionshouldbeSMART:specific,measurable,action-oriented,relevant,andtime-boundContext

Setsoutthesituationandcomplicationfacingtheclient-e.g.,industrytrends,relativepositionintheindustryConstraintswithinsolutionspace

Definesthelimitsofthesetofsolutionsthatcanbeconsidered-e.g.,mustinvolveorganicratherthaninorganicgrowthCriteriaforsuccess

Definessuccessfortheproject.Mustbesharedbyclientandteam,andmustIncluderelevantqualitativeandquantitativemeasures-e.g.,impactandimpacttiming,visibilityofimprovement,clientmindsetshiftsStakeholders

Identifieswhomakesthedecisionsandwhoelsecouldsupport(orderail)thestudy-e.g.,CEO,divisionmanager,SBUmanager,keyoutsideinfluencersScopeofsolutionspace

IndicateswhatwillandwillnotbeIncludedInthestudy-e.g.,internationalmarkets,researchanddevelopmentactivities,uncontrolledcorporatecostsKeysourcesofinsight

Identifieswherebest-practiceexpertise,knowledge,andengagementapproachesexist(Internalandclient)-e.g.,practiceexperts,EMguides,practicedatabasesProblemstatementworksheetSource:McKinseyStaffPaper66Problemstatement[Nameofyourproblem]BasicquestiontoberesolvedTextContext

TextConstraintswithinsolutionspace

TextCriteriaforsuccess

TextStakeholders

TextScopeofsolutionspace

TextKeysourcesofinsight

TextStakeholderAnalysisWorksheetStakeholderanalysisWhowillbeaffected?(Couldnameanindividualoragroup)Whomdoweneedtoengage?Whomdoweneedtoinform?Willstakeholderbelikelytosupport,object,orbeindifferenttorecommendations?Whatdowewantthisgrouporindividualtothinkordo?Whatcantheydotosupportourobjectives?Howmighttheyblockourobjectives?Howcanweminimizeanypotentiallynegativeimpact?Howmightrecommendationsimpactthisstakeholder,eitherpositivelyornegatively?Whatissuestotheyhaveregardingtheproject/business?Whatvaluesandmotivationscanwebuildon?Whatvaluesandmotivationsmaycauseconflict?WhofromourteamwillbedesignatedtoengagethisstakeholderHowandwhenshouldweengagementthisstakeholder?Whatcouldwedoorsaythatwouldresolvetheirissues?Whatcommunicationapproacheswouldworkbestwiththem?Whatmessagestouse?StakeholderActionsofstakeholderImpactonstakeholderEngagingstakeholderStakeholderanalysis[Stakeholder1]StakeholderActionsofstakeholderImpactonstakeholderEngagingstakeholderxxxxxxxxx[Stakeholder2]xxxxxxxxx[Stakeholder3]xxxxxxxxx[Stakeholder4]xxxxxxxxxUsemultiplepagesifrequiredStakeholderNametheindividualorgroupandprovidebackgroundinthistextblock3.Actionsofstakeholder

Willstakeholderbelikelytosupport,object,orbeindifferenttorecommendations?Whatdowewantthisgrouporindividualtothinkordo?Whatcantheydotosupportourobjectives?Howmighttheyblockourobjectives?Howcanweminimizeanypotentiallynegativeimpact?ImpactonstakeholderHowmightrecommendationsimpactthisstakeholder,eitherpositivelyornegatively?Whatissuestotheyhaveregardingtheproject/business?Whatvaluesandmotivationscanwebuildon?Whatvaluesandmotivationsmaycauseconflict?4.EngagingwithstakeholderWhofromourteamwillbedesignatedtoengagethisstakeholderHowandwhenshouldweengagementthisstakeholder?Whatcouldwedoorsaythatwouldresolvetheirissues?Whatcommunicationapproacheswouldworkbestwiththem?Whatmessagestouse?Stakeholderanalysis:[nameofstakeholder]Foramoredetailedanalysis–onepageperstakeholderStakeholderxxx3.Actionsofstakeholder

xxxImpactonstakeholderxxx4.EngagingwithstakeholderxxxStakeholderanalysis:[nameofstakeholder]Foramoredetailedanalysis–onepageperstakeholderStructuretheProblemStructuringtheProblemwithHypothesisTreeand/orIssueTree

Source:McKinseyStaffPaper66HypothesistreePreferredapproach–usewhensufficientknowledgeexistsConsistsofstatementsthatshouldbetestedandprovenrightorwrongNotobvious.OpentodebatePointtowardsanactionIssuetreeUsewhenthereisinsufficientknowledgetoconstructrobusthypothesesConsistsofquestionstobreakdowntheproblemintocomponentsUseopenquestions(“What?”“How?”)Shouldbemutuallyexclusiveandcollectivelyexhaustive(MECE)Example:Example:HypothesistreecanleadtoquickeractionSource:McKinseyStaffPaper66HypothesistreeIssuetreeAssertapossiblerecommendationAskquestionsSupportordisprovetherecommendationAnalysisandresearchDeveloprecommendationImplementImplementHypothesisTreesTheHypothesisTree

Characteristicsofagoodhypothesis:Isittestable–canyouproveordisproveit?Itisopentodebate?Ifitcannotbewrong,itissimplyastatementoffactandunlikelytoproducekeeninsight.Ifyoureversedyourhypothesis–literally,hypothesizedthattheexactoppositeweretrue–wouldyoucareaboutthedifferenceitwouldmaketoyouroveralllogic?IfyousharedyourhypothesiswiththeCEO,woulditsoundnaiveorobvious?Doesitpointdirectlytoanactionoractionsthattheclientmighttake?Source:McKinseyStaffPaper66Examplesituation–AlphaManufacturing,Inc.AlphaManufacturing,Inc.isa(fictional)mid-marketfirmproducingindustrialabrasives.Thefirmexperiencedsteadytop-linegrowthaveraging10%annuallyfortwelveyearsinarow.Thepasttwoyears,revenuegrowthhasstalled,withrevenuesof$475MMin2021and2022.EBITDAin2022was$37MM.Alphahasfocusedprimarilyontheautomotive,telecom,andconstructionindustries.GeographicfocusisonNorthAmericaandEurope.Profitabilityhasdeclinedoverthepasttwoyears.Developasetofpotentialproblemstatements.Selectoneandcreateahypothesistree.Hypothesistree:AlphaManufacturing,Inc.Problemstatement:HowcanAlphaincreaseEBITDAby$13M(to$50M)by2025?Alphacanadd$125Mrevenuesbyexpandingtonewcustomers,adding$8MofEBITDAAlphacanadd$75MinrevenuesbysellingexistingproductstocustomersoutsideitscurrentindustryfocusAlphacanadd$50MinrevenuebysellingexistingproductlinestocustomersoutsideitscurrentgeographicfocusAlphacanreduceSG&Aby$2MbyconsolidatingduplicatecorporatefunctionsAlphacanreduceCOGSby$3MthroughastrategicsourcinginitiativetoreducecostofrawmaterialsAlphacanadd$30MinrevenueinAsiaAlphacanadd$20MinrevenueinSouthAmericaAlphacanreducecoststoimproveEBITDAby$5MHypothesistree:[nameofproblem]TextTextTextTextTextTextTextTextTextIssueTreesTheIssueTree

Characteristicsofanissuetree:Eachelementisanopenquestion,oftenintheformof“What?”or“How?”Sub-branchesbreakdowneachissueintosub-elementsElementsshouldbemutuallyexclusiveandcollectivelyexhaustive(MECE)Source:McKinseyStaffPaper66Examplesituation–AlphaManufacturing,Inc.AlphaManufacturing,Inc.isa(fictional)mid-marketfirmproducingindustrialabrasives.Thefirmexperiencedsteadytop-linegrowthaveraging10%annuallyfortwelveyearsinarow.Thepasttwoyears,revenuegrowthhasstalled,withrevenuesof$475MMin2021and2022.EBITDAin2022was$37MM.Alphahasfocusedprimarilyontheautomotive,telecom,andconstructionindustries.GeographicfocusisonNorthAmericaandEurope.Profitabilityhasdeclinedoverthepasttwoyears.Developasetofpotentialproblemstatements.Selectoneandcreateanissuetree.Issuetree:AlphaManufacturing,Inc.Problemstatement:HowcanAlphaincreaseEBITDAby$13M(to$50M)by2025?HowcanAlphaincreaserevenue?HowcanAlphareducecosts?HowcanAlphaincreaserevenueofexistingproductlines?HowcanAlphaincreaserevenuebydevelopingnewproductsforexistingcustomers?HowcanAlphareduceSG&A?HowcanAlphareduceCostofGoodsSold?HowcanAlphareduceCOGSthroughstrategicsourcing?HowcanAlphaimproveproductivityofitsmanufacturingplants?HowcanAlphareduceduplicateheadcountinbackofficefunctions?WhatnewproductscouldAlphaselltoitscustomersinthetelecomindustry?WhatnewproductscouldAlphaselltoitscustomersintheautoindustry?HowcanAlphaexpandtoservecustomersinnewgeographies?HowcanAlphaexpandtoservenewindustrysegments?Issuetree:[template]TextTextTextTextTextTextTextTextTextTextTextTextTextTextPrioritizeIssuesGivenlimitedtimeandfunding,focusonissuesthatarehighlyuncertainandcanhavethehighestpotentialimpactontheanswerPrioritizeissuesorhypothesesHighimpactLowimpactLowuncertaintyHighlyuncertainPotentialimpactLevelofuncertaintyFocuslimitedresourceshereUseexistingknowledgePlanAnalysesPlananalyses-overviewListtheissuetobeinvestigatedorthehypothesistobetestedWhatsourceswillweusetogeneratethenecessaryinsights?Ifweneeddata,wherewillwegetit?Isthedataavailableinternally?Canwebuythedata?GetitfreeofftheInternet?Ifweneedtointerviewexperts,howwillwefindthem?Ifweneedtoconductasurvey,howwillwerunit?IndicatewhatanalysiswillbedonetoprovideinsightsthatwouldanswerthequestionortestthehypothesisWhatshouldtheoutputlooklike?Draftthechartweexpecttoproduce(withdummydata)IssueorhypothesisSourcesofinsightAnalysisEndproductWhoisresponsible?Whatstepswillthatpersonneedtotake?Whencanweexpecttheresults?Timing/steps/responsibilityPlananalyses[template]xxxxxxxxxxxIssueorhypothesisSourcesofinsightAnalysisEndproductxxxTiming/steps/responsibilityxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxAnalysistobeconductedIndicatewhatanalysiswillbedonetoprovideinsightsthatwouldanswerthequestionortestthehypothesis3.Endproduct

Whatshouldtheoutputlooklike?Draftthechartweexpecttoproduce(withdummydata)SourcesofinsightWhatsourceswillweusetogeneratethenecessaryinsights?Ifweneeddata,wherewillwegetit?Isthedataavailableinternally?Canwebuythedata?GetitfreeofftheInternet?Ifweneedtointerviewexperts,howwillwefindthem?Ifweneedtoconductasurvey,howwillwerunit?4.Timing/steps/responsisibilityWhencanweexpecttheresults?Whatstepswillthatpersonneedtotake?Whoisresponsible?Analysisplan[Detailedapproach]Foramoredetailedanalysis–onepageperissueorhypothesisAnalysistobeconductedxxx3.Endproduct

xxxSourcesofinsightxxx4.Timing/steps/responsisibilityxxxAnalysisplan[insertissueorhypothesishere]Foramoredetailedanalysis–onepageperissueorhypothesisCreateaWorkplanWorkplanHorizons

It’susefultomatchtheworkplantothreehorizons:WhatisexpectedattheendoftheengagementWhatisexpectedatkeyprogressreviewsWhatisdueatdailyand/orweeklyteammeetingsThedetailintheworkplanwilltypicallybegreaterforthenearterm(thenextweek)thanforthelongterm(thestudyhorizon),especiallyearlyinanewengagementwhenconsiderableambiguityabouttheendstateremains.Source:McKinseyStaffPaper66ThreehorizonsofengagementplanningAugustSeptemberOctoberCW30CW31CW32CW33CW34CW35CW36CW37CW38CW39Engagementhorizon:projectworkplan1Currentcycle:documentforprogressreviewTheprojectworkplanIsthekeyInstrumentusedtocontroltheprogressofthestudyItshouldbereviewedoftentoensuredirectionremainssoundanddeadlinesarenotmissedItshouldbeupdatedafterkeyprogressreviewsorteamdiscussions2RegroupandplanfornextcycleaftereveryteamreviewandclientprogressreviewDetermineresponsibilitiesforkeyanalysesandbalanceworkload,ensuringthatthecriticalpathofworkissequenced3Currentweek:internalmeetings,to-dolistsTaketimetoreflectonstudyprogressatleastweeklyDefineactionsrequiredtokeeptheproblem-solvingprocessmoving(e.g.,interviews,Informationrequests,InvolvementofMcKinseyorclientresources)Source:McKinseyStaffPaper66SubtitleYOURTITLELoremipsumdolorsitamet,consecteturadipiscingelit.Sedeget.YOURTITLELoremipsumdolorsitamet,consecteturadipiscingelit.Sedeget.YOURTITLELoremipsumdolorsitamet,consecteturadipiscingelit.Sedeget.YOURTITLELoremipsumdolorsitamet,consecteturadipiscingelit.Sedeget.YOURTITLELoremipsumdolorsitamet,consecteturadipiscingelit.Sedeget.Week1Week2Week3Week4Week5Week6Week7Week8Week9Week10Week11Week12High-levelworkplanfor[projectname]XXXWeekof___XXXWeekof___XXXWeekof___XXXWeekof___XXXWeekof___SubtitleWorkplantemplate–nextfiveweeksLoremipsumdolorsitamet,consectetur

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