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1、Organization:Overview of Core FrameworksLocal Training Module For First-year Associates Associate Handbook抠胖彭输娠祁枣隘窖词手躇萌署腕凛业矩财病梦邀块腑霸拷积奠馁勃讹昼麦肯锡新员工培训资料麦肯锡新员工培训资料FOREWORD AND OBJECTIVE This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associat
2、es. It is part of a “series on functional areas.” 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 functiona
3、l areaAt the end of this document, you can 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
4、will deliver them in 24 hoursThe contents of 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 mi
5、nutes long and should be presented in 3 short 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 wi
6、th exercises can be requested from the Firm税忍棉寿祸泊缝忱漂锐靡铃崖契软恨把缉慰洒颖杂枢规寸惋沥侗腕涩宠滋麦肯锡新员工培训资料麦肯锡新员工培训资料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 organization
7、al performance?SECTION 3 What role does an associate play in organization work?SECTION 4 Where can an associate find out more?扇高谩嵌赔旨弱帛达象彩裹经倔讼循飞愿仑公缎诲豺祁型案转莱范悸摄钮麦肯锡新员工培训资料麦肯锡新员工培训资料McKinseys mission is to have lasting and substantial impact on our clients.To succeed, we need to work all three of the cr
8、itical elements: choose the best strategy, develop world-class operations, align the organization.These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the
9、strategic requirement and the operational methods of the client.This document focuses on one vertex of this triangular relationship. 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.翌巢阻搜沁讨断游埔钡伦订般卜呼滤
10、址腋蚊癣闲示鲤扁斤汐示腔省痘褪光麦肯锡新员工培训资料麦肯锡新员工培训资料CRITICAL ELEMENTS FOR IMPACTSuccessful strategyEfficient operations Effective organization 父泅赊檀耍咙责吮事允戳限首畦氛豪蝴疮弓侧醋儡于撅肌扰澎邱蛮害躇爱麦肯锡新员工培训资料麦肯锡新员工培训资料We only achieve impact when the organizations we serve are successful in implementing the strategies and operational meth
11、ods 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 implementing the strategy we proposed.To ensure that we have impact, we need to cons
12、ider 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 the organization can step up to the challenge the superior strategy poses.为铁陀杂级佳瞻膝告脸阵
13、惺靖私印缺腔议忧酬厂辰猫栈洞牙捻敷缓俏眼式麦肯锡新员工培训资料麦肯锡新员工培训资料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 to execute strategyOther森蛰肌鹅蛇打闲旨角掂逗书除蜜眼账狸事祷
14、桩堡损丝畴技渡摸得卤凭庞症麦肯锡新员工培训资料麦肯锡新员工培训资料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
15、rapid 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 thes
16、e 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.踢垄
17、奄丹笼涩骑宠葬加卵着删欲瓦尚侧矗咬咒但滋荆宪畴里股拼衰恳滩奸麦肯锡新员工培训资料麦肯锡新员工培训资料ORGANIZATIONAL WORK GROWING IN IMPORTANCEEvolving marketplaceQuickening pace of strategic adaptationDurable competitive advantage often rooted in unique organizational capabilitiesEvolving playersMany businesses acquiring in-house strategic capabilit
18、yMaking change happen remains the “neglected 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精蝉胎燥妥柯南壁墓淫弘惠戴届松胞卸蹈拄豫又摧背瞬拌笆寄恼亚想霜督麦肯锡新
19、员工培训资料麦肯锡新员工培训资料The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.粕萍倦绍巾册僳洒汞削磷缮讨勒超娟漓迟膳训疵诚柬业向朴级
20、誉犀脐卡诺麦肯锡新员工培训资料麦肯锡新员工培训资料COMPETITORS HAVE BRANDED ORGANIZATION TOOLSConsulting firm ProductClient exampleBCGTime based competitionGEGeneral SystemsProcess redesign UPRRBooz Allen Continuous improvementExxonUnited ResearchProcess redesign and facilitationMobilDelta PointTransformational changeSmithKl
21、ine Beecham潞呼泞猴钾笑茂歹坛味祈貌渊醒啸绚羊饱琵赎清镐理能班巢冀兽烯痔哥昂麦肯锡新员工培训资料麦肯锡新员工培训资料McKinseys consulting approach must evolve as our clients evolve. These changes provoke a shift in the nature of our work and an evolution of the role of the associate on engagements.The increased demand for organizational work impacts as
22、sociates 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 to develop quite soon after joining McKinsey-superb team leadership skills.伍冠处句毗深情潍撇卯周萄改核按起贴州酋柠悸士曙并捡樱后滑蹭犁霄炭麦肯锡新员工培训资料麦肯锡新员工培训资料E
23、VOLUTION 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 average client team of 3*Multiple, highly leveraged McKinsey/client teams Average clien
24、t team of 10*CEO counseling by senior people Coaching and feedback at all levels 离崔鞋胚视眼制衙脊蛋荚秋绅邱描菲闪芋唐覆级戒编递窑酪卧绑富胞培饿麦肯锡新员工培训资料麦肯锡新员工培训资料Before we dive into the organization materials, we should announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insigh
25、t 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 in a range of settings. However, almost all
26、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 .缴周柠慎产穴夫宵塌咨睫瑟剑耸糠瘦采举萄钓啃马跳丝盲鹤算氢象嘉淮捻麦肯锡新员工培训资料麦肯锡新员工培训资料A CRITICAL CAVEAT“Garbage in, garb
27、age out”GarbageGood judgment, keen insight, creativity, organizational acumenGarbageClient impactCONCEPTUAL淮拌某翰效诧奉科搅置支樟亦酗皋炔综男增鸭惟羡涉柠闽跌喊叶亨灶可之麦肯锡新员工培训资料麦肯锡新员工培训资料A series of frameworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They
28、 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 assessing whether your client organization
29、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, systems, and style to promote behavioral change an
30、d 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 filling out the change board. That exercise helps
31、 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 program to close the gaps. The transformation t
32、riangle 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 contains some mix of six fundamental energizing e
33、lements. Each must be considered as we design change programs.This section of the handbook will discuss each framework in turn.馏乙减檬倪求豢态娥窘裴枕屑狗剥岳窜疯隐首棱镭泣争株试尺辱芝蹋矢烈麦肯锡新员工培训资料麦肯锡新员工培训资料CORE FRAMEWORKSHigh-performing organization attributesVisionPerfor-manceCEO ledPeople Skills Simple 7-S frameworkWinning
34、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?Strate
35、gySkillsShared valuesVISIONStaff Management systemsLeadership styleChange boardAgenda/platformDirection settingStructuringBottom-up energizingTransformation trianglePerformance managementVision and leadershipcommunicationOrganizational infrastructurePeople developmentProblem solving processEnergizin
36、g elements喂芜爹罕烽宇焕癸窘憾铰菏叭蓄卉毡呼呀负希畔窘想蜜畜柿殖非翱叔等又麦肯锡新员工培训资料麦肯锡新员工培训资料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 managemen
37、t attributes, each of which focuses on performance. By comparing your client organization to these HPOs, you may identify opportunities to improve your client organization.雁婆涅嫂母甜苞实毡捌肿抚巳霍颧营顷漏供瘩怪彦昧捆适消老群奈拴社檬麦肯锡新员工培训资料麦肯锡新员工培训资料“HIGH-PERFORMANCE COMPANY” ATTRIBUTESDriven by leadersAligned by simple stru
38、ctures and core processesBased on world-class skillsRejuvenated by well-developed 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?Organ
39、izational challengesInitiativesEnergizing elementsGaps in performance矩沟弥纂舶杜屯坡岸副壶酞凡晴坤赶称觉潮譬满臃酱牛岳睬慕渡赢苯椎粒麦肯锡新员工培训资料麦肯锡新员工培训资料The 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 su
40、ch notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. Built by relentless before-the-fact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. En
41、ergized by an extraordinarily intense, performance-driven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work.诌涣脆吼尸叹蓖吸收穴蛛蛛郭苞岛炊尿秽圆苑捕纹丘咳睛扇柯舶讼疮示伺麦肯锡新员工培
42、训资料麦肯锡新员工培训资料ATTRIBUTES OF AN HPODriven by leaderVery high performance aspirations held by all key leadersDemanding, “unreasonable” CEOsEffective working group at topAbility to penetrate to micro- level of their businesses Single-minded adherence to simple, clear success measures-not just financialP
43、roductive “fear of failure”Built by relentless pursuit of before-the-fact strategies/visionHighly motivating, if not inspiring, “end” stateFrequently oriented toward industry leadershipConsistently striving for both profitability and growthPassionate defenders of core businessesUnderstanding of how
44、industry(s) works, what customers want, and what competitors can do- and how these might changeEnergized by an extraordi-narily intense, performance driven environmentDemanding, occasionally punishing, work pace; on call all the timeReal follow-through on accountability especially at the topAggressi
45、ve 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 winning institution跋习藩参少版弊改曝迁舍寻蝎着茶氰拿咯捕购隘想揪传诲权哇涂受鲸摧莉麦肯锡新员工培训资料麦肯锡新员工培训资料The last three common management attributes focus on structure, skill
46、s, 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 division to the next. Based on world-class skills. HPOs are world class in at least one critical
47、 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 superior process management skills that in and of themselves become a source of competitive ad
48、vantage. 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 development needs and goals, and leads staffing reviews.案膏番娇窘诚婴邢最道缎磅圈寥爷堵枉为呈园阑躺殴邻序哺抹萄咕箔缩脸麦肯锡新员工培训资
49、料麦肯锡新员工培训资料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 internal structural units and key management processes ac
50、ross 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 focus on building corporate skill in the way they
51、 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 keyManagement processes ensure leaders have “info
52、rmed” 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朵吸恒空整镇县韭阮取出艳父谊倦眯蜒活乃惊卵徽叼蛙帚鸟皇捶萤巍眼钒麦肯锡新员工培训资料麦肯锡新员工培训资料The HPO research found something else common to the HPOs: all 10 were experimenting
53、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 mind-set.
54、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, in addi
55、tion, for the right-hand side of the matrix(engaged and empowered).氯惫加野滦胖然穆姆羞很钙郡涨死吼辑冲型既蚜侩釉哨乔觅涎羽杠液鞘铆麦肯锡新员工培训资料麦肯锡新员工培训资料PERFORMANCE AND EMPOWERMENT AT HPOsHPOsPerformance-focused, top-down-driven organizationsPerformance-driven, empowered, and accountable organizationsHierarchical, command- and contr
56、ol-oriented, “entitled” organizationsActivity-driven, “engaged and empowered” organizationsCommand and control Engage and empowerHighLow Average PerformanceManagement approach光刮逢钮云绪骨灭揽押堰膘狗谋去星腋瞥籍漓沂似他庆耽液却恢墒国好硫麦肯锡新员工培训资料麦肯锡新员工培训资料Most large companies start out in the lower left-hand corner of the matri
57、x (low performance and command-and-control management approach). We discovered 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 performan
58、ce ethic in the company tends to result in continued low performance.If your 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.魄猖呀藕裕狼州椿摄必氛线筑乞蕴畔邦鸦再诛沦矩畜恰晋贾金刷扰瘪袜
59、舅麦肯锡新员工培训资料麦肯锡新员工培训资料TRANSFORMATION PATHPath followed by high-performance companiesPath experienced by companies that fail to instill performance ethic firstEmersonPepsicoSonocoSun TrustVF3MGEHallmarkJohnson&JohnsonMany high perfor-mers” on the journey”Most companiesBPFP&LWallaceCommand and control
60、Engage and empowerHighLow Average PerformanceManagement approach啮蜡蓄郡痛簇反药涝披碟动淀恃偏踌滚臭檬沸苹循酮腥霹鲁蹬荚胃啊厄萝麦肯锡新员工培训资料麦肯锡新员工培训资料As discussed above, the first phase of the organization diagnostic identifies performance gaps.The second phase focuses on identifying organizational issues and impediments to change.
61、The framework most commonly used to identify organizational issues includes seven buckets that start with “S”.Strategy. An integrated set of actions that deliver a superior value to a set of customers with a cost structure allowing excellent continuing returns.Institutional skills. End-result activi
62、ties 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 around here.Taken together, the first 3-Ss define the companys vision: an overriding goal that people in the organization strive to achieve; that
63、 is challenging, valuable, and exciting to them; and valuable and differentiated to the intended customer. To achieve the vision, the company must design and align 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
64、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 people in the organization considered in terms of their capabilities, experience, and potential.Management systems. The processes and proce
65、dures through which things get done day-to-day. Leadership style. The way leaders focus their time and attention and the personal tone they set.纯郊袋鳃兢框矗沥追踪属蜀怯刀敛姐谐扒我徽较血兹厘悬蚌宇侄饰俗涯疟麦肯锡新员工培训资料麦肯锡新员工培训资料7-S FRAMEWORKWhat change is needed?How should the client make change happen?Gaps in performanceOrganizat
66、ional challengesinitiativesOrganizational challengesEnergizing elementsWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISION酸兵埃煌秩及敝爷辞捞妒玄戈魏雁铁洲澜肯屉擞炙捻珐扔率支胺姚潭孩煞麦肯锡新员工培训资料麦肯锡新员工培训资料At the heart of we mean by organizationa
67、l performance is a “winning formula” creating a combination of strategy, skills, and shared values to carry out an organizational purpose.What links these elements together (the “overlap”) is the organizations vision:The vision is the overriding goal of the organization the place where strategy, ski
68、lls, and shared values intersect. It is the single, noble purpose that guides organizational priorities and gives meaning to the day-to-day activity of the staff. For example, McDonalds has a vision-driven “winning formula,” as described below.搪放嫡乌僳诬妹虑冗杉购遵时亮贤泥凿桶入咋像土荒蜗羌哨玖笆炯忘等卸麦肯锡新员工培训资料麦肯锡新员工培训资料McDO
69、NALDS WINNING FORMULAVision : to become the leading restaurant chain in the worldStrategy Shared valuesSkills Convenient Good qualityConsistent Family-oriented environmentFair valueQuality control over all aspects of businessSuperior site selection Continuous new product developmentStrong promotion
70、of products and McDonalds imageQuality ServiceCleanlinessprice穿烷冉享套哪泡然砾涡仰颊探峡阐章毖勾绳一妙与眼渔怂撇士砍媳簿耐午麦肯锡新员工培训资料麦肯锡新员工培训资料Organizations usually change in response to discontinuities either external shocks (such as deregulation ) or internal changes (such as new leadership) that make it clear that the old ,
71、“grooved” way of doing things is no longer winning. The successful ones will create a new winning formula that is based on changes in strategy, newer or stronger skills, and/or shared values.Contrasting the new winning formula to the old formula identifies and gauges the change that the organization
72、 is considering and defines the vision for the change program.A change vision is a creed that summarizes what an organization is trying to become and why. As such, it guides organizational priorities by redefining and recombining business objectives, required institutional skills ,and corporate valu
73、es about what is important around here.A change vision is at the heart of top managements role in improving performance and is often the first step. It provides the vital bridge between the initial dissatisfaction with the status quo and the first practical steps taken in a change program the articu
74、lation of a clear target that represents something better that is both logically sound and emotionally appealing.砂舰榔扇餐埃把泰捆少犁虽单捞照微伯颠惑郊携床悸坊蔓运旬觉论勇装滦麦肯锡新员工培训资料麦肯锡新员工培训资料IMPROVING ORGANIZATIONAL PERFORMANCEGrooved Redirected Unfrozen Discontinuities External shocksNew competitors, economicsNew technologi
75、esDeregulation Internal changesNew aspirationsNew leaderMajor change through peopleStrategySkillsShared valuesVISIONNewstrategyNew or stronger skillsShared valuesCHANGE VISION听煮睛幸汤细刃狸噎褒示恩细忿坐驾僳每拷云的托惊狐釜灭段移肖倡爷沛麦肯锡新员工培训资料麦肯锡新员工培训资料Certain key people in the organization hold positions that determine succ
76、ess or failure in instituting a new strategy, skill, or shared value. These people fill what we call pivotal jobs. We will only succeed in implementing the change vision if we succeed in changing the behavior of pivotal jobholders.At McDonalds, for example, pivotal jobs include the centralized purch
77、asers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders.爱恰皑恐岗押沁柒状留猛貌唯穆胳毗瑶玫暮之迢稍首挟门递梯乖逝郭疲救麦肯锡新员工培训资料麦肯锡新员工培训资料PIVOTAL JOBSWhat people must doWhat are they ?Positions that have direct impact on delivery of value to the customer. Typically the
78、y -Design the product -Make the product -Sell the productPositions that must capably master new skillsWhere are they?Close to the front line拆霖独躲杭敦养疟耗宇术撼往骗啊氢拼渺抖之干救棉体咬瞬涤伪品逊悉斯麦肯锡新员工培训资料麦肯锡新员工培训资料In a recent study at a chain store retailer, the change vision included a significant improvement in in-stor
79、e convenience. Two positions were identified as pivotal jobs the store manager and the area operations manager.This study employed a contrast analysis in two forms. The first considered each element of behavior and defined how the new behavior would need to differ from current practices.A behavior c
80、ontrast analysis often proves helpful in defining precisely how the pivotal job- holders need to change.掏避骆保梨欠酿泰诡畸计脾陆滚挎静瞳獭权韩鞭锨昭叔溺苞五战寓动墨蛇麦肯锡新员工培训资料麦肯锡新员工培训资料CONTRAST ANALYSISPivotal jobs: store manager, chain retailer Elements Old behaviorNew behaviorUse of timeSpend majority of time on daily routine
81、 tasks unloading trucks, stocking shelves, etc.Devote much more attention to training/coaching, evaluating/experimenting with pricing, staffing, merchandisingJob objectiveEnsure that day-to day store operations run smoothlyManage store profitability and implementation of new convenience strategyCrit
82、ical skillsConscientious, responsibleBasic math and writing skillsOld skills, plusGood instincts about how to affect profits Leadership qualitiesCriteriaTask completionFinancial performanceOld criteria plus added emphasis onCustomer serviceInventory managementStore appearance壳萌点炉瓢赃犬躇尚枯推立肚迟袁洒艾币狈琼厚雷泻碎
83、斩摹听拯滞逛闰股麦肯锡新员工培训资料麦肯锡新员工培训资料The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future.掐尚丛郧宰掘嘴铬途枢融筏乏圃最菲赛办刹势缉钞颧撰郝准钢喧汹鸡琢坤麦肯锡新员工培训资料麦肯锡新员工培训资料CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENTPivotal job: area operations manager100%Curr
84、entProposedTailor products, services, pricing, and promotion to segmentsSearch for new businessEvaluate business and customer service performanceExpand one-on-one time with SM and associates Train and motivate face-to-face for customer service, inventory managementEncourage SM to innovateClerical su
85、pport should eliminate tasksClerical support should eliminate tasksShort vendor contacts Recruiting SM and pharmacistDisciplining Balancing inventory Follow-up on telephone messagesInventories Paperwork Putting out fires Monitoring compliance Policies Planograms Answering surveys Filling out apprais
86、als District reports Merchant/ownerCoachPlayerAdmini-straor奎海亚涸晒疽摩阔彩卉芋筏锭阿亿历圣洼宣获乘竖讣羚反滓碴堆系诣栏摔麦肯锡新员工培训资料麦肯锡新员工培训资料The 3-S winning formula sets the standards, goals, and mission of the organization. How do you get people (particularly pivotal jobholders) to actually follow those goals?While you can dict
87、ate what skills and shared values you want , the organization must provide guidance, motivation, and monitoring to see that the right decisions are made. This is provided through the other Ss structure, systems, staff, and style. Collectively known as the “design levers”, each of these four should b
88、e set by considering the specific skills and shared values you want to instill in the organizations people and balancing them with other designs that might be suggested by other specific skills and shared values needed. Structure. Who reports to whom and how tasks are both divided up and integrated.
89、 Systems. The processes and procedures through which things get done from day to day, including hiring, compensation, performance evaluation, promotions policy, and training. Staff. The people in the organization considered in terms of their capabilities, experience, and potential. Style. The way ma
90、nagers collectively behave with respect to use of time, attention, and symbolic actions.仪彝缄极瞪湃阜旭晒修锐郁佣易秤嘛污踌聋寥则垒规荚馈串粒馈披迁凿摆麦肯锡新员工培训资料麦肯锡新员工培训资料ORGANIZATIONAL DESIGN LEVERS AT McDONALDSWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsS
91、hared valuesVISIONCentralized buying to control fat contentHamburger University degree requiredPromotion from within to build experienceRegular inspectionsFranchise expansion based on high grades on prior inspectionsMany procedural mechanisms aimed at building employee enthusiasm and loyaltyHard-nos
92、ed, rigid attitude on how to run the business奏守耽类星午练僧站法谰梨俯和柯帽央室充琅撬饥贿萍妓囤霹高击骏往惶麦肯锡新员工培训资料麦肯锡新员工培训资料 The skills and shared values must be used to determine needed changes in organizational design. For example, McDonalds specific skill of quality control drives many organizational design decisions.Struc
93、ture1.Centralized buying provides more than economics of purchasing. It also helps ensure that fat content is between 17.0 and 20.5 percent and ensures that burgers are 100 percent beef.Staff1.Owner operators have more say on quality of operations than absentee investor-owners.2.Training at Hamburge
94、r University ensures that managers really know how to make the food right. It is a $40 million facility, with 750-student capacity per 2-week session, and translation booths for foreign managers. It is the only school in the fast-food industry accredited by the American Council of Education.3.Promot
95、ion from within builds experience in meeting company standards and reinforces shared values.Systems 1.Operating systems, including job descriptions and performance appraisals, ensure that quality of operations meets standards.2.All franchises are inspected on a regular basis, including grades( A thr
96、ough F) on QSC.3.Unlike other franchises that give rights to territories, McDonalds franchises cannot expand unless they show a history of high quality in operations.4.McDonalds Personnel Action Manual provides mangers with a wide array of programs to keep crew members motivated and committed.Style
97、1.Little tolerance for variance from operations standards, except as well-thought-out improvements. No shortcuts allowed.2.Krocs inspections. Before entering a franchisees office, Kroc would often pick up all the trash within a two-block radius of a McDonalds restaurant and then dump it on the franc
98、hisees desk to show a need for greater cleanliness in McDonalds vicinity.灾赞乾泊噪名酌掠劈而隔肾渠拱铰奢厄粹析坛岿嚏练琐埋蔫厦海政沧郁釉麦肯锡新员工培训资料麦肯锡新员工培训资料ORGANIZATIONAL DESIGN LEVERS AT McDONALDSWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVIS
99、IONCentralized buying to control fat contentHamburger University degree requiredPromotion from within to build experienceRegular inspectionsFranchise expansion based on high grades on prior inspectionsMany procedural mechanisms aimed at building employee enthusiasm and loyaltyHard-nosed, rigid attit
100、ude on how to run the business况轴可躇俩植铜棋芬殉卯紧舱程近艳抹俏杏拓率掖胞材绷攒伴悍僻阮杰韧麦肯锡新员工培训资料麦肯锡新员工培训资料The design lever clients exercise the most is probably structure. Too often we hope that by tinkering with boxes in organizational charts, we can solve organizational problems. Structure is really about how to arrange
101、people and jobs for optimum performance.A few assertions about structure:There is no one best structure for any company. Structure choices for a client may change over a few years, depending on external environment, leaders strengths, and internal capabilities.Structural choice should be based on th
102、e desired behaviors for the organization, which are based on strategic direction.雕鞋昏污胡殴肤侣伎掏洋央权伍循夹帛亲勒肉初娘玄靴赔褐非毯阿拇座维麦肯锡新员工培训资料麦肯锡新员工培训资料STRUCTURAL OPTIONSStrategic direction Desired behavior Structural options1.Greater uniformity across the organizationCentralization Small span of control; many layers
103、Functional structure2.Rapid adaptation to quickly changing or complex environment, or greater response to marketDecentralizationFewer corporate staffFlat structuresBusiness unit structure to match strategic direction (geographic/product/market segment)Temporary teams across products or functions3.Ra
104、pid technological innovationCentralized technical staff for economies of knowledgeDecentralized task force for focus, Initiative4.Cost reductionConcentrating staff only at level where integration is most crucialFlatter structures; broad span of control胜罚霍甄獭盔俊众逛巩义嫁量魄比泰蹬逢享屋窝冶瓣印滨只污瑚淘躯家碳麦肯锡新员工培训资料麦肯锡新员工
105、培训资料The change board framework can be useful for understanding the commitment and ability to undertake major change. For each management layer and pivotal job, it asks:Who among the important players is able to perform is his/her part in providing the new skill?What do they have or lack:Conviction t
106、hat the new skill is important?Courage - the “guy” willingness to do what ever it takes to develop new skills?Individual ability that is, personal skills or talents?Organization supports such as the necessary system support?Investing time in a change board analysis has helped a number of leadership
107、teams understand the nature of the current gap and gain insight into the most effective skill- building program冀旋胁腥仲苛耶蛇琳井寥叫岛哺龟椒凶毅嘱夫吃集滚沧曾喷吨洋志艺粗凡麦肯锡新员工培训资料麦肯锡新员工培训资料 CHANGE BOARDLeadership group of area to be changed Down-the-line staff affected*External Constituencies*Chief executive(or equivalent)Sk
108、ill to be built* Modified as appropriate for company* E.g., customers, suppliers, trade unionsWhat change is needed?How should the client make change happen?Gaps in performanceOrganizational challengesinitiativesOrganizational challengesEnergizing elementsConvictionCourageCommitmentIndividual abilit
109、yOrganization supports/obstacleCapability to leverage the commitment寒呕葫擞肯馋床憾肝窘鹤哺妄娃曹脱经营鹃见哈踞镍侮槽捷隔遭臣偶筏苗麦肯锡新员工培训资料麦肯锡新员工培训资料Specific questions can guide you as you fill out the change board. Will people have to Learn new skills?Learn new behaviors?Reestablish priorities?Delegate/assume decision making r
110、esponsibility?Build new working relationships?Compromise other agendas? Do people have the capacity to make all these changes? Have people had positive or negative experiences with past change efforts? Is the change consistent with existing cultural norms?Beliefs /valuesBehaviors A retail chain prov
111、ided this example of a completed change board.陀讫集宜杜补改挽跟热华继覆皑福纬嫩整筷悯昔骂羞勉沛卜力螺供犀店汞麦肯锡新员工培训资料麦肯锡新员工培训资料CHANGE BOARD CHAIN RETAILER EXAMPLETop management (6)Intellectually convinced, butDistant from field realitiesLBO pressuresFair to strong Strong, exceptCOO lacks fieldexperienceHR position vacantLittle
112、supportNo performance measures on in-storeHistory of top-down “customer service programsOther Officers/“owners”Home office (15)Field (8)Lip service“Make the field do its job”“H.O. does not understand what it is asking for”Weak Moderate Fair to strongFair Few support“Segmentalist” rivalry among funct
113、ionsInadequate operating systems“Can do” style (do not admit weakness)Area operationsManagers (125)Suspicious, but eager to believeStrong Fair to weakOverloaded: span of control=60-80Store managers and assistants (3,200)Cynical (“yet another program”)Fair: ready to follow clear orders from aboveFair
114、: most trained as “task masters”“Horizontal priorities” (unrealistic number of tasks assigned)Associates (30,000)Mixed , but many natural supporters?Surprisingly strong, on averageTurnover increasing; too few labor hours for full serviceCourageConvictionCommitmentIndividual abilityOrganization suppo
115、rts/obstacleCapability DiagnosisDelivering in-store convenience闰妥灵潦勉势赏捎司盼忠嗡都图琢牺示根增洪架武捆扮练溜规珐臣蜡杯莲麦肯锡新员工培训资料麦肯锡新员工培训资料A completed change board often suggests the actions that may be necessary to build the commitment and capability required to implement change within your clients organization. In the ch
116、ain retailer case, actions included:1.Lock in support COO as “champion”Full time change leader (facilitator)Line accountability3-year commitment2.Create shared responsibility for progressThree “skill teams,” each headed by a field “baron”District entrepreneurship: each district manager to experiment
117、 with two to three initiatives and then share lessons3.Build a success model from belowFocus on one pilot area (14 stores )Use full-time task force of high-potential area managers (eight managers, 3-to 9-month tours )“Trained “area managers return to home districts to lead pilot area process there4.
118、Force awareness of realitiesQuarterly workshops to assess progress on skills Close observation of pilot area (“ If we cant make it work in one area, theres no point in talking about company wide programs” )5.Restructure field organizationStore staffing standardsAOM span of control, supportsNew recru
119、iting/selectionLink to pharmacy strategy/skill gaps者途衡汝辫房违勃稽溢狰枉船衍毛捅忿捂尖面容舷企渐箍姚横叮皂矾隐圾麦肯锡新员工培训资料麦肯锡新员工培训资料CHANGE BOARD CHAIN RETAILER EXAMPLETop management (6)Other Officers/“owners”Home office (15)Field (8)Area operations Managers (125)Store managers and assistants (3,200)Associates (30,000)CourageCon
120、victionCommitmentIndividual abilityOrganization supports/obstacleCapability to achieve change objectivesStrategyDelivering in-store convenience1.Lock in support2.Create shared responsibility for progress3.Build a success model from below4.Force awareness of realities5.Restructure field organization咕
121、诉僻赃细挺划耀勉例驳涉牙早曾诡信帚磺悬婪诣背杖沸捷杠溃束训侗宛麦肯锡新员工培训资料麦肯锡新员工培训资料To answer the question, “How should change happen?” , the OP developed the “organizational transformation triangle” that summarizes the three basic management tasks when dealing with change. Their relative emphasis may vary, but all three of them ha
122、ve to be managed to achieve fundamental behavioral change.剥但痪县矛导蹈痉响勘灌孕苗行美盂抉轮投西呕漂企舆满睛全肆驰梢没朝麦肯锡新员工培训资料麦肯锡新员工培训资料Energizing elementsWhat change is needed?How should the client make change happen?Gaps in performanceOrganizational challengesinitiativesEnergizing elementsTRANSFORMATION TRIANGLETop managem
123、ent1.Top-down direction settingProcess design, target, communications, etc.2.Front-line performance improvement Unit-by-unit, team-oriented, problem solving3.Cross-functional initiatives Link activities and information in new ways for break-through performanceOperations Staffs 剐栈想谜蓖牲寸重爷痹诸胺番卢欠凉非预召舆蚂杯
124、勉沽胜世乖非冕催侥蛛麦肯锡新员工培训资料麦肯锡新员工培训资料The well-known GE “workout!” change program included elements from each dimension of the transformation triangle.蹦厢仰珊慌嘲硝瓮椰抡签陛剐乒玫建逊唱照蔫颗拆垄蓉哲铣涨跟江吕九桅麦肯锡新员工培训资料麦肯锡新员工培训资料GE “WORKOUT!”1.Top-down direction setting/culture shapingNo.1 or No.2 in every business “speed, simplicit
125、y, self-confidence”Delayering Best practices workshops2.Bottom-up performance improvementTown meetings: 2- to 5- day interactive sessions“Brand name” quality processesOperations: unit-by-unit redesign3.Core process redesignProject teams to identify cross-functional issuesProcess mapping槐疲跨念阀硒器羹肛荫汀浙倔
126、请墨韭划咋卖铣疼庚典均嗽戮恿碳跪搜跺姬麦肯锡新员工培训资料麦肯锡新员工培训资料The client should seek an appropriate balance across all three dimensions of the transformation triangle. Overreliance on any dimension will impede change.并秸修沤肉恫辈反欲津拉渡碍坞幢傀叁鲜甩虾诚嵌梗园崭僚馋慎阴培枣甘麦肯锡新员工培训资料麦肯锡新员工培训资料BALANCE ON 3 DIMENSIONS IS KEYRequirements Dimension P
127、otential risk from overrelianceEnergizing visionCustomer/shareholder/employee triadClear performance targetsLack of commitmentConfusionCynicismPerformance winsRelevant knowledge and skill building Expansion expectationUnfocused effortsIgnored or undermined by managementCross-functional opportunities
128、 missedDiscontinuities addressedClearly understood process installedOld systems/structure/ processes eliminatedOverly complex Beyond existing skill and capabilities倘汕篆趴羞但销栖妮滁圣蛮淋沿负剥辑讳躇照碍亩肛煤互仔衫擂肘桌贱丛麦肯锡新员工培训资料麦肯锡新员工培训资料The OP has defined a wide array of change approaches. Each change approach strikes a
129、 unique balance among the dimensions of the transformation triangle. Your challenge is finding the change approach that strikes the balance appropriate for your client situation.僧限蜀浦擞忠欧宛嫡话合烬誊闻重攻胞铅橡壬萌血爵翠汁歌戍寒享栅窗全麦肯锡新员工培训资料麦肯锡新员工培训资料OVERVIEW OF 5 PERFORMANCE CHANGE APPROACHESABC DEDescriptionStructured
130、 process-Driven problem solving (compliance) Empowered opportunity-driven innovationValues-driven adaptive improvementCross-functional process redesign Top-down, skill-driven building/ improvementTransforma-tion emphasisExampleTOP/AVABreakthrough TQMCPRCorporate skill teamsWhen appropriateStep chang
131、e needed quickly Entitled cultureChange-ready, flexible organizationApproaching theoretical limits; performance ethic and capability in placeCross-functional redesign neededNew basis for competitive advantage neededTypical goals 40% of compressible costs (imposed)Up to each team; typically, stretch
132、targets in quality, cost, etc.Continuous improvementQuicker, cheaper, betterLasting competitive advantage击呢舌奔烛笋矢蕊膜溜疚卡耸狐灾娇绣惺恳不橱须呵迷藩魔丸晚纳哟困颗麦肯锡新员工培训资料麦肯锡新员工培训资料No matter what change program is selected, the following six energizing elements should be addressed. By addressing each one, the client builds
133、 the energy required to make organizations change.怕兵帘漫织嗡粟泻浙响补铅座扎沈尧湃忽空矗恃簇盎钓熔恒蛔胶淆帐合惊麦肯锡新员工培训资料麦肯锡新员工培训资料 ENERGIZING ELEMENTSAmbitious, measurable objectivesReinforcing feedback Consequences Winning formula Winning leadership groupDoer-driven Fact-basedPeople-intensiveNew mind-setNew skills, behaviorSy
134、stems and processStructureRoles Build commitment Establish 2-way flowManage expectations Inspire actionWhat change is needed?How should the client make change happen?Gaps in performanceOrganizational challengesinitiativesEnergizing elementsPerformance measurementCommunicationsVision and leadershipPr
135、oblem solving processPeople developmentOrganizational infrastructure荤愿觉优晴队二便摇健钳铁除蹬揉委怠还倔其腆从岭搓辗歉堵漠秉睹涡硒麦肯锡新员工培训资料麦肯锡新员工培训资料The OP has a wealth of experience and research to support the design of each element of a change program.住刊岁烬邻讳北募伊屡逞诅寞蛊滩盏床迫利朝迂姓碴答买纳材淹辟捎迄汗麦肯锡新员工培训资料麦肯锡新员工培训资料World benchmarksProject
136、 performance indicators frameworkPerformance mapsPerformance contracts pro formaBest practice examplesLeading for successCEO time-leverage manualAnalytical tool kit frameworkAnalytical problem solving workshop“data to chart” video and workbooksClient advocacy videosSkill/will/diagnosticContinuous im
137、provement principles workshopBest practice examplesCore process redesignExample role description “7-S” checklistCommunications coordination team-job specificationsCommunications channels audit Stakeholder analysisCommunications plan Communications workshopBest practice examplesPOSSIBLE ACTIVITIES/TO
138、OLSFramework for designing skill-building programsDiscrete training modules management skills (MFS), leadership skills(LFS), building high-performing teams, project management guide, designing ongoing improvementDiscrete tools RJDs, time-usage logs, change-readiness surveys, signaling change tool ki
139、t, how to run a training workshopBeliefs/behavior-prompt sheet staff activity surveyBest practice examplesPerformance measurementCommunicationsVision and leadershipProblem solving processPeople developmentOrganizational infrastructure失锐瑟吁菇眯倘体迸震搜舵鲸宽颊曲荚轧陡嘎鬃风涌乌喻冒叭钱泽脑抬柒麦肯锡新员工培训资料麦肯锡新员工培训资料A packaging co
140、mpany applied these energizing elements as they built the skill they called value-based systems selling (VBSS):With a clear vision and leadership settled, the company decided on a problem solving process that involved six multinational skill teams, each with a credible leader.Their performance measu
141、res were narrowed to two aspects: in terms of input, they measured account plans created and number of plans created and number of people trained; in terms of output, they measured price and market share.To communicate the message, the president embarked on a “road show” to manufacturing and sales l
142、ocations; the senior managers attended workshops; and a newsletter/bulletin about VBSS was begun.The organizational infrastructure was modified to establish account teams, global account managers, and an account planning function.On the people development front, an “ action learning” program was beg
143、un to teach people more about account planning.All these tools and activities were focused on achieving a new level of excellence in the core skill of VBSS that the company knew was critical to its strategy.逃钒匿旗敦咬角遥茧涨采挣骤臣袜树蔽绷蒂嘲踞扒菩闲拔滚蛋珊腔风晒参麦肯锡新员工培训资料麦肯锡新员工培训资料Account-based “action learning” programMu
144、ltinational skill teams with 6 credible champions Pilot effort with leadership to get buy-in and adviceThe leader skill for becoming $1 billionPresident as sponsorInput Account plansPeople trainedOutputsPriceShareAwareness building Presidents road showSkill building through workshopsReinforcement th
145、rough VBSS network bulletinsAccount teams Global account managersAccount planningPerformance measurementCommunicationsVision and leadershipProblem solving processPeople developmentOrganizational infrastructureVBSS怔瘪拘鱼碎蹦劣教肿汗伶向议婉懒弄裳纶蛮笛扔该锤薛斟膝诅泊栋柏微涣麦肯锡新员工培训资料麦肯锡新员工培训资料Associates will often step up to ma
146、nager roles on engagements that address organization issues and/or implement change. These engagements often involve multiple client teams. Associates assume responsibility for managing one or more of these client teams. These engagements also seek the active support of a broader set of client manag
147、ers. Associates assume responsibility for developing influential relationships with critical client managers. Engagements which focus on organization issues therefore provide exceptional opportunities for associates.国亡插祝凌术娜唾这葬莆答潞两赵呜贵当涅壮丸确弹绥榔师促乡阳领会初麦肯锡新员工培训资料麦肯锡新员工培训资料ASSOCIATES ASSUME MANAGER ROLES
148、IN ORGANIZATION ENGAGEMENTSTraditional view of team rolesED/DCSAssociateClient Client teamAssociate EMTeam roles on organization engagementsED/DCSAssociateSr. client exec.Associate EMClient managerClient managerClient teamClient managerClient managerClient teamClient teamClient team拽瘦恢除蹄蛛域炭氢佑逾幂衬桔牟豫抒
149、恭氓埋坚九绳育帆纲姓敖恰砌固靡麦肯锡新员工培训资料麦肯锡新员工培训资料The effective associate manager serves three functions:1.The associate manager builds and sustains effective client teams that define, plan, and implement the change .2.The associate manager leads problem solving on multiple client teams.3.The associate manager for
150、ges a consensus of support for the change vision among critical client managers and ensures that managers maintain the energy level required to effect the change.All three functions are critical to success. However, in engagements that address organization issues and /or implement change, building a
151、nd sustaining an effective team is often the necessary precondition to success in the other functions. The client team provides the critical insight, knowledge, and skills required to solve the organizational problem. The associate / manager needs to build an effective team environment to tap into t
152、he essential client input. The client team should hold the confidence of the critical client managers. Once the associate manager has earned the endorsement of the client team, the support of the client manager is much more likely.硝蛋奢延梗赋姜砖昧僚挚宫锁梦迷瑞割如毅居会娟斤治巴吏癌铺省免独册麦肯锡新员工培训资料麦肯锡新员工培训资料Client involvemen
153、tProblem solving Team dynamicsConsensus builderChief engineerFocuser StructurerQuality controllerDevils advocateCoach and team developer MANAGERIAL ROLES烂紫酶戈遵春痔像帧芒垫鞋巩绸皋窥舌葵咽卒管蝇谆牟管摊窑七膨毫得屏麦肯锡新员工培训资料麦肯锡新员工培训资料Since effective teams are so fundamental to success in organization work, the OP has invested c
154、onsiderable effort in understanding how to build high-performance teams. Follow these principles to build high-performance teams.PRINCIPLES OF TEAM BASICSDimensionDefinitionMeaningful purposeThe team purpose mustInspire the individual team membersJustify the investment of Firm and client resources,
155、as well as the personal investment of each individualFor an engagement team, the purpose must include reference to substantive and sustainable client impactClear performance goalsThe best teams translate the purpose into a well-defined set of tangible and measurable goals.The goals encompassWhat wil
156、l be achieved for the client in terms of performanceWhat will be achieved for the team and its individual membersNearer-term goals, as well as “completion-related” goalsWell-defined working approachThe best teams decide up front and throughout the effort how to work together day-by-day, and how indi
157、vidual team members will apply and develop their skills as they produce collective results above and beyond what members working as individuals could produce. Their working approach allows substantive time for “unstructured” creative team thinking/brainstorming Complementary skillsThe best teams are
158、 composed of individuals who provide or are expected to develop the full range and depth of skill needed to fulfill the purpose. Skill development is seen as a key reward for team participation. This applies particularly to functional skills, but also to problem solving skills and interpersonal skil
159、lsMutual accountabilityIn the best teams, all team members feel mutually accountable for accomplishing the teams purpose and performance goals. Individuals do not succeed or fail the team doesSmall numbersSuperior team performance can only be achieved by a small number of people who can spend substa
160、ntial time working together as a team. A group of more than approximately 15 people has little chance of becoming a superior team The principles are described much more thoroughly in The Wisdom of teams, authored by Jon Katzenbach.寞苫愁坝般蜗雁碟肾韶斩迟淬傈遁润苍穷实辞刹弹害叙涂谭忘兰菠赌坤久麦肯锡新员工培训资料麦肯锡新员工培训资料PRINCIPLES OF TEA
161、M BASICSCoach and team developerSmall numbersMeaningfulpurposeClearperformance goalsTEAMBASICSMutualaccountabilityComplementaryskillsWell-defined WorkingapproachSource: The Wisdom of Teams臭澜淳蝗卸宙厨涧又桂漳氮稻哇插白需材裳腿奔列斑樊拴蔑幸铃涂峨七鲸麦肯锡新员工培训资料麦肯锡新员工培训资料A teams potential is defined by the quality of its membershi
162、p. The associate manager should, whenever possible, participate actively in the selection of team members. Recent research by the OP has found that most successful change programs were driven by a few impassioned leaders. These “real change leaders” exhibit a common set of characteristics. Look for
163、these attributes as you consider which client people to include on the team. 鼓岳欲聊秧休蛰惩蹿喳拱霞娇删均崖樟很万烘湿褒屉烯贯他团薛熔罢将濒麦肯锡新员工培训资料麦肯锡新员工培训资料REAL CHANGE LEADERS“People with a reputation for improving performance through people and for exceeding expectations along the way” *Commitment to a better wayCourage to c
164、hallenge existing power basesPersonal initiative to go beyond defined boundariesMotivation of themselves and othersCaring about how people are treated and enabled to performStaying under coverA sense of humor about themselves and their situations* Real Change Leaders炙藤咎透静籍峨怯庞尺呼扔拇爆意涝超肮巢涕稚日翅禹碧瓣甭醛驯嘲邻哭麦
165、肯锡新员工培训资料麦肯锡新员工培训资料.Once the associate manager has assembled the right team and built an effective team environment, solving the problem should be easier. The principles of good problem solving do not change for engagements that address organization issues and/or implement change. The way the associ
166、ate participates does change, however. Here are a few recurrent themes taken from interviews with associates after their first organization engagementLet the team solve the problem. You wont have time to solve the problem yourself when you have multiple teams to manage. More importantly, the team wi
167、ll feel more ownership for the solution if you let them solve the problem.Teams should be productive. Focus the team on action and work. Define specific end products.If you have assembled the right team, every member has an important part of the answer. Engage the entire team in solving the problem.
168、 Every team member should have a challenge piece of the problem.Meetings are necessary evil for effective teams. Keep them to a minimum. Prepare meetings carefully so that they are a constructive use of team time.Listen. Especially on organization problems, the client often knows the answer but need
169、s help recognizing it.午播慰旅芯田沪骂嫉称僳匿螟瘤痴嚼柄侠锐变宗咒申嘘坦训毗织孤硼诱汗麦肯锡新员工培训资料麦肯锡新员工培训资料SOLVING THE PROBLEMChief engineer FocuserStructurerQuality controllerDevils advocateStructure the problem, then let the team solve itFocus the team on action and work not process, talk, and reviewKeep the entire team engagedPr
170、epare brief, high impact meetingsListen 茁峡含诽仿昆熟蹭缔凤太膝踪澈汲咽俱秃姿呢才辈泅蒙伙谭臼膨晴捷傍洱麦肯锡新员工培训资料麦肯锡新员工培训资料If you have the consensus of the team, it should be easier to sustain the support of critical client managers. A few basic principles merit emphasis:You need to begin building credibility with client managers
171、 early in the study. Talk to them early and often. Engage then in defining the issues and prioritizing the work. This ensures that their issues will be addressed.Managers have specific interests and motivations; these interests explain much of their behavior. You will be more effective at influencin
172、g managers if you spend a few moments trying to understand their interests. Before each discussion, consider how your recommendations impact the client managers interests. When issues or concerns become apparent, address them squarely. There is little value in avoiding and issue; it will come out ev
173、entually. Many issues evaporate when explicitly discussed. Many others can be resolved by specific analysis. Issues that persist need to be factored into the teams thinking.Whenever appropriate, include key team members in important discussions with critical client managers. Then client manager will
174、 get to know the team members better and place more trust in their advice. When you include team members, the client manager can sense first-hand the strength of the team consensus. As an added benefit, team members appreciate the opportunity to interact with managers, and they can help you interpre
175、t the client managers feedback.Good written materials are always useful in client manager discussions. Preparing them forces the team to explicitly agree on the content. After presentation they serve as a solid record of what was said. The opportunity to interact with client managers in one of the m
176、ore attractive elements of organization work. Associates can use this interaction to develop client relationship skills that will be vital in the years ahead.柠所踌洼地卫弛篓掂资秘缠恶朔雕骗功受乖就揣抽蚀消还寐蔗涅隅系聪幕麦肯锡新员工培训资料麦肯锡新员工培训资料BUILDING CONSENSUSTalk to critical managers early and oftenUnderstand the motivations of t
177、he critical managersAddress issues and concerns directlyInclude key team members in important discussionsPrepare clear, concise written materialsConsensusbuilder避储疹沿夹厩媒蝴蹭阵镜酚棋臀苇沮祈庭撮疤丽笔姜霖庙镀泡皂林碌陈胁麦肯锡新员工培训资料麦肯锡新员工培训资料We hope that you take away four major points from this session:Performance is the point
178、 of our consulting work, which involves an integration of strategy and organization.Inevitably, at the heart of all our work is change. And at the heart of change is a respect for and understanding of people. To understand organization performance and bring about lasting change, it is as important t
179、o problem solve for how ( the engagement process ) as what ( the engagement issues).Organization work provides associates an opportunity to stretch their people-management skills early.剁亦频壹宋绿风杆化柞做谗御怯检咖仇蛔归焙烛甩诽赦劲征掘覆束馅瓤遵麦肯锡新员工培训资料麦肯锡新员工培训资料WHAT WE HOPE YOU TAKE FROM THIS DOCUMENT1.Winning performance i
180、s based on the integration of strategy and organization2.Respect for and understanding of people is at the heart of all change3.Problem solving for process is as important as problem solving for issues4.Associates have a significant and rewarding role to play in organization work磁坷论秆村撰孩腿荐都姨痰瑟越秩瘦屿蛛臣圭
181、仙宪萤赃改笺夺陛税嗣迢陪麦肯锡新员工培训资料麦肯锡新员工培训资料WHERE CAN AN ASSOCIATE FIND OUT MORE Selected core documents and handbooksThe overview of core of frameworks in Sections 1 and 2 of this document describes the basics and provides a template to better understand client organization issues, which should prove helpful i
182、n almost any engagement because no matter what the focus of an engagement is, a basic understanding of the process of change is necessary to focus on the priorities of the clientOnce you are assigned to an engagement of this kind, you may need to read more about some of these frameworks or gather ha
183、ndbooks about the topic. As you may know, PDNet contains a large array of documents that may be useful to you. You can get hard copies of such documents in 24 hours using “PDNet Express” through your local libraryHowever, there are thousands of documents in the Firms databases; therefore, the key fo
184、r efficient data gathering and “getting smart fast” will be to access only a limited and targeted selection of documents when you need them. This section provides you with some hints on key, core documents of the organization practice and related disciplines猜固缠舰巳蒙狮接陡促殆贸慰带邱滨萤埔宜群奔辨焚仲携诽轩黔遥体衅理麦肯锡新员工培训资料
185、麦肯锡新员工培训资料Appendix This appendix contains:1.HPO bulletins2.Glossary of 7-S framework3.Organization transformation triangle4.Energizing elements敞娠俱尤富掂钉捷渐态鸯酌导唯樟沙譬赫痒秆故戴胡锑雷咀汝被彻台诸抿麦肯锡新员工培训资料麦肯锡新员工培训资料GLOSSARY OF 7-S FRAMEWORKWinning formulaPivotal jobsDesign leversOrganizational structureManagement syste
186、msLeadership styleStaff StrategySkillsShared valuesVISIONCentralized buying to control fat contentHamburger University degree requiredPromotion from within to build experienceRegular inspectionsFranchise expansion based on high grades on prior inspectionsMany procedural mechanisms aimed at building
187、employee enthusiasm and loyaltyHard-nosed, rigid attitude on how to run the business镑辊矾些邮祁爵誊肯湃琴遣左甭瀑懈摹潍芝工烁侮沧书勾堰煽呵讥愿刺幕麦肯锡新员工培训资料麦肯锡新员工培训资料STRATEGYWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISIONWhat is it?An integ
188、rated set of actions to deliver a superior value to a set of customers with a cost structure allowing continuing excellent returnsWhat is it important?Gives direction and purpose to organization activitiesStrongly influences what skills the organization needs, what values are stressed, and how it sh
189、ould be designedProvides benchmark for measuring organizations success and redirecting its activitiesWhat must I know about it?Balance between strategic thinking and capability to execute often unmanagedStrategy formulation must consider the complexities of external environment (e.g., discontinuitie
190、s gaining ) balanced with internal history and capabilitiesIncreasingly, superb performers frequently win not by “inventing it first”, but by doing it bestIn highly uncertain environments, institutional skills may help dictate strategy删剂地柿盒吐秧辞夯疵委炔瘟霄叠盏屯惰嚎奢畔垃酋菩招钻疆耐爽庆翔腹麦肯锡新员工培训资料麦肯锡新员工培训资料INSTITUTIONAL
191、 SKILLSWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISIONWhat they are?End result activities the company must be really good at in order to deliver the value propositionWhy are they important?To help people focus
192、on the 2-4 skills critical to delivery of the value propositionThey drive organization design other organization elements must be designed to build needed skillsWhat must I know about them?Institutional skills are organization capabilities, not just abilities of managers or other staffStrategy work
193、is incomplete without explicit consideration of the institutional skills required to execute the strategyInstitutional skills increasingly are the primary basis for achieving sustainable competitive advantage切让事爹饰鸦托邱匣棕蔼幼轴抄皖殃化农怀易茎夫级捅沛把献刮嗓傈弧割麦肯锡新员工培训资料麦肯锡新员工培训资料SHARED VALUESWinning formulaPivotal jobs
194、Design leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISIONWhat they are?Simple terms that say, “ What is important around here? “Why are they important?Provide means to achieve value proposition throughAspirations, pride, emotion, and energyFocus,
195、guidance, and learning orientationSolution space/ tie breakersWhat must I know about them?Shared values are probably the hardest S to influenceBut ignore at your peril. Any strategy consistent with deeply grooved shared values will never be implementedThe leadership team must articulate, believe in
196、, and be credible on shared valuesShared values are shaped by obsessive, persistent communication from leaders搔渍中谱疗蝴寓哄瞩三欣邹驭路象宦蚜构弓福妒衬蓟期吾澳蓝苯步琐崩显麦肯锡新员工培训资料麦肯锡新员工培训资料VISIONWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesV
197、ISIONWhat is it? 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 customerWhy is it important?“Strategy and tactics are for the battlefield, but the battle must be fought for a p
198、urpose of value to society” Genichi Kawakami, Yamaha CorporationProvides meaning, motivation, and source of pride to attract and retain customers and able employeesHelps drive long-term strategy formulation and development of needed skills and valuesSupplies courage in the face of the unknown by pro
199、viding sense of stability and enduring themesGuides and inspires daily behavior, reducing need for bureaucratic rules and systemsWhat must I know about it?Leader must set and live by vision for it to permeate institutionBest visions are simple, easy-to-understand, and demand nothing short of long-te
200、rm excellenceFinancial goals (e.g., increase SOM, increase shareholder wealth ) are not visions; they do not excite the organizations people or provide enough competitive differentiation to serve as standard for behaviorVision is extremely difficult to change significantly without creating disconten
201、t, reduced effectiveness, and even abandonment of institution by its best people and customersHowever, visions can and must be constantly challenged and changed at the margin to adjust for the institutions changing environment傣抵稀妙俗新观聚酿锚吟召鉴给两纂视喝谍谚烦孙类采咋莱意瞬钟厚姓九麦肯锡新员工培训资料麦肯锡新员工培训资料PIVOTAL JOBSWinning fo
202、rmulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISIONWhat is it?Positions, close to the front line, that have direct impact on delivery of value to the customer (e.g., those who design the product, make the product, and sell t
203、he product )Why is it important?Successful implementation of any change hinges upon the pivotal jobholders acquiring new skillsThinking about the new skills these pivotal jobholders must acquire pushes the depth and rigor of our thinkingWhat must I know about it?Relationship between microskills of p
204、ivotal jobs and macroskills of the organizationContrast analysis compares microskills required after a major change program to those currently required in the organizationReverse-engineer the organizational design start with the results you expect; identify the behavioral change needed to achieve th
205、ose results; then shape the “other Ss” to influence pivotal jobholders to perform as required驱啼菌醚颁舆脯忿议酌雨做药纶忘州丫谷掷除囚樊息逐劫祝讫庙版夜皿悉麦肯锡新员工培训资料麦肯锡新员工培训资料STRUCTUREWhat is it?An orderly and predictable system to determine who reports to whom and how tasks are divided up and integratedWhy is it important?Facil
206、itates coordination and integration Symbolizes prioritiesFocuses organization attentionWhat must I know about it?Design should support needed skills and shared valuesStructure is most powerful tool for energizing changeStructuring is not simpleKey structural issues includeTypes of structureSpan of c
207、ontrolCentralization vs. decentralizationWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISION喂痒娱擞刷孝秋额帝涵左仇腥蓝马勉钞坑伐种允皆锻赴扦刁冗憋俘程剿搀麦肯锡新员工培训资料麦肯锡新员工培训资料STAFFWhat is it?The people in the organization considered in terms of
208、their capabilities, experience, and potentialWhy is it important?Staff composition and productivity are important determinants of current and future strategic successThe people who make and sell the product/service collectively determine if the client delivers superior valueWhat must I know about it
209、?Front-line positions require detailed attention to specific skills and shared valuesKey issues can include who to hire, how to train and coach them, how to motivate and reward them, and what information to give themSupport positions must reflect the needs of the front-line peopleWinning formulaPivo
210、tal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISION奴运论嫂殊冈怯寺腹墒粟瓷秤境窒柑刻唉畦帖骏铬滦狠兼憨雄拂跋诀菏蛋麦肯锡新员工培训资料麦肯锡新员工培训资料SYSTEMSWhat is it?The processes and procedures through which things get done from day to dayWhy is it important?Most important too
211、l forCommanding attentionInfluencing behaviorIndicating how things really work hereWhat must I know about it?Best companies employ relatively few and simple systemsThey should be shaped on a regular basisImportant types include Management information systems (MIS) Incentive systems PlanningSystems t
212、o get right information in the hands of the right people are increasingly importantWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISION面冬嫩惺凄陛莱重汇拥弓疏憨拨狸所豫龄浆瘁枕怒窃撵拈烧器粤城疑奇遍麦肯锡新员工培训资料麦肯锡新员工培训资料STYLEWhat is it?The way peop
213、le focus their time and attention. There are tow typesPersonal tone (e.g., supportiveness, argumentativeness )How people spend time, what questions they ask, settings they appear in Why is it important?The key lever in shaping values and reinforcing strategyWhat must I know about it?What people do m
214、eans more than what they sayThe best leaders use style to emphasize a few simple valuesWhile personal tone is hard to change, managers can more easily adapt how they spend time, questions they ask, and settings they appear inWinning formulaPivotal jobsDesign leversOrganizational structureManagement systemsLeadership styleStaff StrategySkillsShared valuesVISION转吐喂喊谴簧茄蜂歉泡淡魁胆渗衡闯翔低邪惫耐桌上沃府铱钙神替糕删贼麦肯锡新员工培训资料麦肯锡新员工培训资料
