The McKinsey Engagement: A Powerful Toolkit For More Efficient and Effective Team Problem Solving Civic Engagement In Public Policies: A Toolkit. Editorial Reviews. About the Author. Paul N. Friga, Ph.D., worked with McKinsey & Co. at its Pittsburgh offi ce as an associate consultant. He holds an MBA and a . The McKinsey Engagement. Файл формата pdf; размером 54,08 МБ. Добавлен пользователем Ksuros ; Отредактирован
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The result is nothing less than the business equivalent of a Special Forces Field Manual. True to its stated goal of arming consultants and. 6 days ago Problem Solving - [Free] The Mckinsey Engagement A Powerful Toolkit For More Effective Team Problem Solving [PDF] [EPUB] Quotes. Powerful Toolkit For More Efficient And Effective Team Problem Solving Pdf, Read Problem Solving Download Pdf, Free Pdf The Mckinsey Engagement A .
True to its stated goal of arming consultants and corporate problem solvers with a blueprint for achieving consistently phenomenal results, The McKinsey Engagement is short on theory and long on action. Clear rules of engagement A set of operating tactics Sophisticated problem solving tools Easy-to-follow action steps Exercises, checklists, and training tips War stories and best practices case studies A toolkit for bringing clarity, discipline, and purpose to all your problem-solving and change management initiatives, The McKinsey Engagement is an indispensable guide for consultants, as well as for executives, managers, students, and corporate trainers.
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We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime. Upcoming SlideShare. Like this presentation? Why not share! An annual anal Embed Size px. Start on. Our first story from the field comes from D. Gros, a former associate principal with McKinsey who is now a vice president at an investment bank. We were working on a six- to eight-week product strategy project for a pharmaceutical company that was based in France, for which the deliverables would be entirely in French.
The project brought together consultants from geographically, culturally, and linguistically diverse backgrounds—this is increasingly common in the firm. From day one, the team got off to a great start. We met in the McKinsey Paris office and covered the structure and the approach for the project. I knew that this step would be very important to ensure that the team members would get along, learn from one another, and deliver on high expectations.
Each person had a critical role in the process, and we had to spend some time getting to know each other and the roles we would play on the project. Our second story from the field comes from ex-McKinsey consultant Yannick Grecourt, now with Deutsche Bank in Belgium, who vividly remembers the role of evaluation in a team project and the importance of explicit conversations.
The situation was a new engagement for a client. The team started with only an engagement manager and one associate, but after two months the team had increased and now consisted of an engagement manager and six other consultants.
Our resolution was to take a formal step back and organize a team learning exercise. Such an exercise is often better if it is led by someone outside the team to discuss the three main points of Evaluate. Each of us could share his or her point of view on group dynamics, discuss learning and development opportunities, and get to know one another better.
The team became much more effective after some crucial points were discussed. Specifically, there was some jealousy because the EM was sharing a room with one junior associate, who consequently had more access to him than the rest of the team. Also, there was a lack of understanding about some work-stream delegation decisions—some of the choices had been made by the client, as he was already used to working with a specific consultant.
We resolved these and other misunderstandings with open discussions. Our final story from the field is a clear articulation of how admitting a development opportunity may have made life easier for a consultant. Victoria Lim, now an associate director at UBS in Singapore, remembers how it took her a while to communicate a personal learning objective on her first project at McKinsey.
I remember my first McKinsey engagement, when one of my personal goals was to hone my skills in Microsoft Excel. There was a huge amount of data that cut across different segments, products, and years.
Because of my limited proficiency in Excel, I was doing most of the calculations manually, and any small change to the data set meant hours of extra work. Finally, one of my other team members stepped in to take a look at the monster I had created in Excel, and promptly sat down at 3 a.
Clifford Dank, the MBA Association 40 The McKinsey Engagement president at the Haas School of Business University of California at Berkeley , discusses how taking the time to get to know one another informally lays the groundwork for a successful and pleasant group experience.
He also explains the evolution of his executive board, which started as a group of distinct individuals, swung to the other extreme and fell into groupthink, then found the happy medium. As the president of the MBA Association, I lead a team of 12 vice presidents with varied backgrounds—they are diverse in age, geographical orientation, and culture.
They are functionally diverse as well, as each vice president deals with a separate and unique issue e. Initially, I thought it was going to be very difficult for us to function as one cohesive unit, and I was very dedicated to finding a way to make us a real team, not just a group of people with similar job titles.
The McKinsey Engagement Summary
At the beginning, we definitely overdid it—we were so focused on being team-oriented that we constantly fell into groupthink and strove to have a consensus on all issues. In order to define group goals, objectives, and dynamics, we started the semester with a retreat. We aligned our goals there, and discussed what we as a group represented to the student body. We did not have much discussion about specific Evaluate objectives, as most of our work was done autonomously or with our own subgroups.
At the retreat we also answered different personality-type questions very informally—in lieu of the standard Myers-Briggs test, we asked each other interesting questions e. Our group was very feedback-oriented, which is a natural result of going to a very feedback-focused school.
I incorporated feedback in the executive board by having each person fill out a feedback form for everybody else on the team after three months of working together.
Although this was somewhat tedious filling out 12 evaluations! To get feedback from the student body, I sent an e-mail to everybody in the business school asking for feedback on the student government 95 out of people responded. We have been striving to incorporate this feedback as we reexamine our goals and objectives. By discussing these differences openly, the team was able to adapt its plans and establish some ground rules, drastically improving team dynamics. I was on a class team assigned to analyze marketing practices and develop a marketing campaign.
Our team was very culturally diverse with members from Russia, India, and the United States , and these cultural differences invariably influenced our working styles.
A misunderstanding of these differences caused friction in the team at times. Most notably, the more direct people tended to clash with those of us who are more subtle in their communication style.
The McKinsey Engagement: A Powerful Toolkit For More Efficient and Effective Team Problem Solving
For example, at one point, we were supposed to e-mail the professor a component of our project by midnight. At , we were ready to send the e-mail, and the atmosphere was understandably tense.
Because of my cultural upbringing, I considered it unacceptable to send an e-mail to a professor without including a courteous message. I took the time to compose a polite e-mail despite our time crunch, and several team members were understandably annoyed and frustrated. We dealt with these issues by talking about them openly. We were all in a class about managing teams, so we readily Evaluate 43 recognized that we had significant cultural differences.
Each of us explained his or her own cultural customs and practices, and then we discussed how we could work together and communicate better; specifically, we decided to give each other more space and to rely on delegation more.
Despite one teammate who never really came into the fold, our team really came together in the end. As we set out to implement the Evaluate ideas in our case study, we thought it would be a piece of cake.
We were wrong. Peer-based teams can make role assignments and evaluation difficult at times. Let me explain. WHAT WE DID We were very conscious of the need to assign roles and responsibilities carefully, and so we spent a long time at the beginning of the project deciding how we would divide the project into buckets see Chapter 6.
Once this initial brainstorming and structuring was completed, though, we were not able to call it a day; we monitored these buckets constantly throughout the project, reevaluating and refining our original structure.
Once we came up with our key areas, though, it was relatively simple to assign responsibility. We matched ourselves up with an appropriate bucket based upon background and interest.Throughout the week, we were dealing only with our own small portions of the overall project, and so it would have been very easy to slip into a very narrow view of the project.
Former consultant Dr. We were all in a class about managing teams, so we readily Evaluate 43 recognized that we had significant cultural differences.
Published in: Exercises, checklists, and training tips. While evaluative processes are often helpful, there must be explicit conversations about the intent and process of evaluation to make it most effective.
Keep the dialogue open over the course of the project.
Because you get what you measure.
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