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1、Organization OverviewofCoreFrameworks LocalTrainingModuleForFirst yearAssociatesAssociateHandbook FOREWORDANDOBJECTIVE ThisOrganizationPractice OP documentprovidesanoverviewforuseinlocaltrainingsessionsforfirst yearassociates Itispartofa seriesonfunctionalareas TheobjectiveoftheseriesistointroduceMc
2、Kinseypractitionerstothebasicsineachofourfunctionalareasofexpertise AllthedocumentsintheseriesarecomprehensiveinnatureanddescribethecurrenttoolsandframeworksinthatfunctionalareaAttheendofthisdocument youcanfindasectiondescribingaselectionofthecoredocumentsandhandbooksthatcangiveyoufurtherdetailsonso
3、meoftheframeworksdescriedhere AllofthesedocumentsarenowonPDNet andhardcopiesofthemcanberequestedfromPDNetExpress whichwilldeliverthemin24hoursThecontentsofthisdocumenthavebeenadaptedforlocaltrainingsessionsthrough SwitchingTracks OP sfirst yearmodulevideotape whichcommunicatesthebasicconceptsinaconc
4、iseandvisualwayusinganactualclient TheScandinavianRailroadCompany Itis40minuteslongandshouldbepresentedin3shortsegments Betweenthesesegments thefacultymemberrunstheattachedexercises addsanycommentaryhe sheconsidersnecessarytoclarifytheconcepts andprovidespersonalexperienceonselectedtopics Acopyofthe
5、videotapeandmoderator sguidewithexercisescanberequestedfromtheFirm Thisdocumentseekstoanswer4questions SECTION1Whydoassociatesneedtoconsiderorganizationalissuesineveryengagement SECTION2Whatframeworksdoweusetohelpourclientsimproveorganizationalperformance SECTION3Whatroledoesanassociateplayinorganiz
6、ationwork SECTION4Wherecananassociatefindoutmore McKinsey smissionistohavelastingandsubstantialimpactonourclients Tosucceed weneedtoworkallthreeofthecriticalelements choosethebeststrategy developworld classoperations aligntheorganization Thesethreeelementsbothreinforceandconstraineachother Thebestst
7、rategyisonlyrelevantifitisoperationallyandorganizationallyfeasible Theoptimalorganizationaldesigndependsuponthestrategicrequirementandtheoperationalmethodsoftheclient Thisdocumentfocusesononevertexofthistriangularrelationship Itwouldbewrong however tobelievethatyoucanachievetheimpactweseekbyfocusing
8、ononevertex Weneedtoconsiderallthreeineverystudy CRITICALELEMENTSFORIMPACT Successfulstrategy Efficientoperations Effectiveorganization Weonlyachieveimpactwhentheorganizationsweservearesuccessfulinimplementingthestrategiesandoperationalmethodswepropose However arecentsurveyofengagementsinwhichclient
9、sfailedtoimplementproposedstrategiesfound inthreecasesoutoffour thattheclientorganizationwasnotchange readyorevencapableofimplementingthestrategyweproposed Toensurethatwehaveimpact weneedtoconsiderorganizationalissuesaswedevisestrategies Wemustchoosestrategiestheclientsarereadyandabletoimplementorco
10、mplementourstrategyworkwithinvestmentinbuildingtheorganization sskillssothattheorganizationcanstepuptothechallengethesuperiorstrategyposes 3OUTOF4STRATEGIESTHATFAILDOSOBECAUSEOFTHEORGANIZATION SINABILITYTOEXECUTE 100 340responses Percent McKinseyrecommendationsflawed Clientnotchange readyorcommitted
11、 Organizationlackedthecapabilitiestoexecutestrategy Other Thedemandfororganizationalworkisincreasing Trendsinthemarketplaceandtheevolvingnatureofourclientslargelyexplainthisincreaseindemand Thepaceofchangeinthemarketplaceisaccelerating Astrategicchoiceoranoperationalinnovationevokesarapidreactionfro
12、mcompetitor Rarelycanadurablecompetitiveadvantagebefoundinthesechoices Ratheritisthedevelopmentofauniqueorganizationalcapabilitywiththeinherentflexibilityandcommitmenttosustainworld classperformancethatprovidesdurablecompetitiveadvantageinthesetimesofrapidchange Theclientsweservearechangingaswell Th
13、eyhaveincreasinglyhiredin housestrategiccapabilities MosthavebuiltstrategyshopsclosetotheCEO Few however havethein housecapabilityandobjectivitytodotheorganizationalworkrequiredtomakechangehappen ORGANIZATIONALWORKGROWINGINIMPORTANCE EvolvingmarketplaceQuickeningpaceofstrategicadaptationDurablecompe
14、titiveadvantageoftenrootedinuniqueorganizationalcapabilitiesEvolvingplayersManybusinessesacquiringin housestrategiccapabilityMakingchangehappenremainsthe neglectedart McKinsey sengagementmixPercentoftime Increasingdemandforhelpwithorganizationissuesandchangemanagement Source Surveyof23MGMsacrosstheF
15、irm Therecentevolutioninourclientshasnotbeenmissedbyourcompetitors Eachofourcompetitorshasrecentlyintroducedabrandedorganizationalelementtotheirportfolio Theirorganizationalexpertisefiguresprominentlyintheirmarketingcampaigns COMPETITORSHAVEBRANDEDORGANIZATIONTOOLS McKinsey sconsultingapproachmustev
16、olveasourclientsevolve Thesechangesprovokeashiftinthenatureofourworkandanevolutionoftheroleoftheassociateonengagements Theincreaseddemandfororganizationalworkimpactsassociatesdirectly Associatesaredrawnintoleadershiprolesonlargerteamsatanearlierpointintheircareers ThisplacesgreateremphasisontheneedforassociatestodevelopquitesoonafterjoiningMcKinsey superbteamleadershipskills EVOLUTIONINMcKINSEY SAPPROACH Surveyof23MGMsacrosstheFirm Beforewediveintotheorganizationmaterials weshouldannounceonecrit
