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1、新员工培训手册 麦肯锡系列 Organization OverviewofCoreFrameworks LocalTrainingModuleForFirst yearAssociatesAssociateHandbook FOREWORDANDOBJECTIVE ThisOrganizationPractice OP documentprovidesanoverviewforuseinlocaltrainingsessionsforfirst yearassociates Itispartofa seriesonfunctionalareas Theobjectiveoftheseriesi
2、stointroduceMcKinseypractitionerstothebasicsineachofourfunctionalareasofexpertise AllthedocumentsintheseriesarecomprehensiveinnatureanddescribethecurrenttoolsandframeworksinthatfunctionalareaAttheendofthisdocument youcanfindasectiondescribingaselectionofthecoredocumentsandhandbooksthatcangiveyoufurt
3、herdetailsonsomeoftheframeworksdescriedhere AllofthesedocumentsarenowonPDNet andhardcopiesofthemcanberequestedfromPDNetExpress whichwilldeliverthemin24hoursThecontentsofthisdocumenthavebeenadaptedforlocaltrainingsessionsthrough SwitchingTracks OP sfirst yearmodulevideotape whichcommunicatesthebasicc
4、onceptsinaconciseandvisualwayusinganactualclient TheScandinavianRailroadCompany Itis40minuteslongandshouldbepresentedin3shortsegments Betweenthesesegments thefacultymemberrunstheattachedexercises addsanycommentaryhe sheconsidersnecessarytoclarifytheconcepts andprovidespersonalexperienceonselectedtop
5、ics Acopyofthevideotapeandmoderator sguidewithexercisescanberequestedfromtheFirm Thisdocumentseekstoanswer4questions SECTION1Whydoassociatesneedtoconsiderorganizationalissuesineveryengagement SECTION2Whatframeworksdoweusetohelpourclientsimproveorganizationalperformance SECTION3Whatroledoesanassociat
6、eplayinorganizationwork SECTION4Wherecananassociatefindoutmore McKinsey smissionistohavelastingandsubstantialimpactonourclients Tosucceed weneedtoworkallthreeofthecriticalelements choosethebeststrategy developworld classoperations aligntheorganization Thesethreeelementsbothreinforceandconstraineacho
7、ther Thebeststrategyisonlyrelevantifitisoperationallyandorganizationallyfeasible Theoptimalorganizationaldesigndependsuponthestrategicrequirementandtheoperationalmethodsoftheclient Thisdocumentfocusesononevertexofthistriangularrelationship Itwouldbewrong however tobelievethatyoucanachievetheimpactwe
8、seekbyfocusingononevertex Weneedtoconsiderallthreeineverystudy CRITICALELEMENTSFORIMPACT Successfulstrategy Efficientoperations Effectiveorganization Weonlyachieveimpactwhentheorganizationsweservearesuccessfulinimplementingthestrategiesandoperationalmethodswepropose However arecentsurveyofengagement
9、sinwhichclientsfailedtoimplementproposedstrategiesfound inthreecasesoutoffour thattheclientorganizationwasnotchange readyorevencapableofimplementingthestrategyweproposed Toensurethatwehaveimpact weneedtoconsiderorganizationalissuesaswedevisestrategies Wemustchoosestrategiestheclientsarereadyandablet
10、oimplementorcomplementourstrategyworkwithinvestmentinbuildingtheorganization sskillssothattheorganizationcanstepuptothechallengethesuperiorstrategyposes 3OUTOF4STRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION SINABILITYTOEXECUTE 100 340responses Percent McKinseyrecommendationsflawed Clientnotchange re
11、adyorcommitted Organizationlackedthecapabilitiestoexecutestrategy Other Thedemandfororganizationalworkisincreasing Trendsinthemarketplaceandtheevolvingnatureofourclientslargelyexplainthisincreaseindemand Thepaceofchangeinthemarketplaceisaccelerating Astrategicchoiceoranoperationalinnovationevokesara
12、pidreactionfromcompetitor Rarelycanadurablecompetitiveadvantagebefoundinthesechoices Ratheritisthedevelopmentofauniqueorganizationalcapabilitywiththeinherentflexibilityandcommitmenttosustainworld classperformancethatprovidesdurablecompetitiveadvantageinthesetimesofrapidchange Theclientsweservearecha
13、ngingaswell Theyhaveincreasinglyhiredin housestrategiccapabilities MosthavebuiltstrategyshopsclosetotheCEO Few however havethein housecapabilityandobjectivitytodotheorganizationalworkrequiredtomakechangehappen ORGANIZATIONALWORKGROWINGINIMPORTANCE EvolvingmarketplaceQuickeningpaceofstrategicadaptati
14、onDurablecompetitiveadvantageoftenrootedinuniqueorganizationalcapabilitiesEvolvingplayersManybusinessesacquiringin housestrategiccapabilityMakingchangehappenremainsthe neglectedart McKinsey sengagementmixPercentoftime Increasingdemandforhelpwithorganizationissuesandchangemanagement Source Surveyof23
15、MGMsacrosstheFirm Therecentevolutioninourclientshasnotbeenmissedbyourcompetitors Eachofourcompetitorshasrecentlyintroducedabrandedorganizationalelementtotheirportfolio Theirorganizationalexpertisefiguresprominentlyintheirmarketingcampaigns COMPETITORSHAVEBRANDEDORGANIZATIONTOOLS McKinsey sconsulting
16、approachmustevolveasourclientsevolve Thesechangesprovokeashiftinthenatureofourworkandanevolutionoftheroleoftheassociateonengagements Theincreaseddemandfororganizationalworkimpactsassociatesdirectly Associatesaredrawnintoleadershiprolesonlargerteamsatanearlierpointintheircareers ThisplacesgreateremphasisontheneedforassociatestodevelopquitesoonafterjoiningMcKinsey superbteamleadershipskills EVOLUTIONINMcKINSEY SAPPROACH Surveyof23MGMsacrosstheFirm Beforewediveintotheorganizationmaterials weshoulda
