McKinsey_problemsolving麦肯锡解决问题的方法

1、problemsolvingwiththemckinseymethod,mckinseyproblemsolvingapproach,intuition,data,problem,solution,businessneedcompetitiveorganizationalfinancialoperational,analyzingframingdesigninggatheringinterpreting,presentingstructurebuy-in,implementationdedicationreactioncompletioniteration,leadershipvisionin

2、spirationdelegation,managingteamclientself,focusoftodaysdiscussion,framingtheproblemkeytips,startwithstructure,notdatabreaktheprobleminto“mece”parts(usingissuetrees)formasoundhypothesisastotheansweridentifywhatconditionsarenecessaryandsufficienttoprovethehypothesis(usinghypothesistrees),framingthepr

3、oblemissuetreeexample,problem:howcantheacmewidgetcompanyincreaseprofitsfromitsexistingbusinesslines?,framingtheproblemissuetreeexample,howcanacmeincreaseprofitsfromexistingbusinesslines?,framingtheproblemissuetreeexample,howcanacmeincreaseprofitsfromexistingbusinesslines?,fromwidgets,fromthrum-mats,

4、fromgrommets,whichbusinesslines?,framingtheproblemissuetreeexample,howcanacmeincreaseprofitsfromexistingbusinesslines?,fromwidgets,fromthrum-mats,fromgrommets,increaserevenues,decreaseexpenses,whichbusinesslines?,how?,framingtheproblemissuetreeexample,howcanacmeincreaseprofitsfromexistingbusinesslin

5、es?,fromwidgets,fromthrum-mats,fromgrommets,increaserevenues,decreaseexpenses,decreaserawmaterialcosts,decreaselaborcosts,decreaseoverheadcosts,whichbusinesslines?,how?,how?,framingtheproblemissuetreeexample,howcanacmeincreaseprofitsfromexistingbusinesslines?,fromwidgets,fromthrum-mats,fromgrommets,

6、increaserevenues,decreaseexpenses,decreaserawmaterialcosts,decreaselaborcosts,decreaseoverheadcosts,negotiatewageconcessions,implementalabor-savingproductionprocess,whichproductlines?,how?,how?,how?,negotiatehigherproductivityquotas,framingtheproblemissuetreeassignment,problem:howcanihavemoremoneyat

7、theendofeachmonthwithoutincurringdebt?,issuetreesvs.hypothesistrees,issuetreesidentifyallpotentialideasissuetreesask“how”wecouldmeetadesiredoutcomeissuetreesareexcellentfororganizingideasina“mece”mannercompleteissuetreesuncoverallpotentialideashypothesistreesfocusandbuildupanargumentorconclusionhypo

8、thesistreesask“why”webelievesomethingtobetruehypothesistreesareexcellentfornarrowingdowninvestigationtoessentialscompletehypothesistreesbuildupacompleteargumenthypothesistreesfocusonthe“sowhat”ofanydatathatispresented,framingtheproblemhypothesistreeexample,hypothesis:wecanincreasetheprofitabilityoft

9、heacmewidgetcompanythroughastreamlinedproductionprocessforthrum-mats.,framingtheproblemhypothesistreeexample,wecanincreasethrum-matprofitabilitywiththenewproductionprocess.,framingtheproblemhypothesistreeexample,wecanincreasethrum-matprofitabilitywiththenewproductionprocess.,itwillreduceourcosts.,ou

10、rorganizationcanimplementthenecessarychanges.,wecanmaintainproductqualitywhileimplementingtheprocess.,why?,framingtheproblemhypothesistreeexample,wecanincreasethrum-matprofitabilitywiththenewproductionprocess.,itwillreduceourcosts.,ourorganizationcanimplementthenecessarychanges.,wecanmaintainproduct

11、qualitywhileimplementingtheprocess.,theprocessdoesnotrequirenewfacilities.,theprocessdoesnotrequirenewskills.,why?,why?,framingtheproblemhypothesistreeassignment,hypothesis:thebestwayformetohavemoremoneyattheendofthemonthistospendlessthroughcomparisonshopping.,designingtheanalysiskeytips,layouttheis

12、suesinawrittenworkplanbypriorityidentifytheessentialanalysesnecessarytodrawconclusionsoneachissuedisregardanalysesthatare“interesting”butnotessentialtoprove/disprovethehypothesisavoidtime-consuminganalysesdesignedformoreprecisionthannecessarybegineachanalysiswiththeend(specificendproductsandtiming)i

13、nmind,designingtheanalysisworkplanexample,issue/hypothesiscanweimplementthenewproductionprocess?yesdoestheprocessrequirenewfacilities?noifitdoesrequirenewfacilities,canweacquirethemeconomically?yes,analysestechnicalspecificationslistoffacilitiesthatmeetnewcriteriamapof“facilitiesgap”sourcesofrequire

14、dfacilities/equipmentcosttofillgapseffectonprojectrateofreturn,datasourcesarticles,interviewsfacilitiesmanagement,interviewsfacilitiesmanagement,thrum-matlinesupervisors,interviewsoperations,tradepublicationsoperations,contractors,interviewsfinancedepartment,prioranalysis,endproductchartlistchartlis

15、ttablespreadsheet,responsibilitytomtombelindabelindabelindaterry,duedates3-jun5-jun7-jun7-jun10-jun12-jun,gatheringthedatakeytips,usetheworkplantofocusthesearchsearchthewebandotherpublicsourcesforessentialfactsidentifyandinterviewexpertstouncoverhard-to-findfactsanddeeperinsightsconductprimaryresear

16、chonlyifunavoidable,interpretingtheresultskeytips,lookforthe80/20opportunitiesalwaysask,“whatsthesowhat?”performsanitychecksdrawachartforeachinsightdontmakethefactsfityourhypothesispulltogether“thestory”,backup,22,issuetreesavingmoney,.,howcanihavemoremoneyattheendofeachmonthwithoutincurringadebt?,i

17、ncreaseincome,reduceexpenses,receiveawindfall,receivemore$frominvestments,receivemore$fromwork,paylessforsameamountofitems,buyless,legally,illegally,workmorehours,makemoreperhour,buylowerqualityitems,shoparoundforspecials,foodclothingutensilsentertainmenttravelother,betterpaidindustry,higherjoblevel

18、,additionaljob,overtime,winlottery,inherit,23,hypothesis-driventreesavingmoney,thebestwayformetohavemoremoneyattheendofthemonthistospendlessthroughcomparisonshopping,why?,why?,why?,which?,comparisonshoppingisaninterestingopportunity,changingmylifestyleisnotanoption,additionalinvestmentsdonotwipeoutsavings,savingsarefeasible,tocompensatefordemandingworkload,ineedtoinvestinweeklyvisitstothespaandtheopera,myprofessiondoesnotallowmetowearlowerquali