(最新)009麦肯锡-新员工培训手册.ppt

1、最新名师培训视频6千集，管理文档8千份。QQ1589505898,Organization: Overview of Core Frameworks,Local Training Module For First-year Associates Associate Handbook,最新名师培训视频6千集，管理文档8千份。QQ1589505898,FOREWORD AND OBJECTIVE,This Organization Practice(OP) document provides an overview for use in local training sessions for fi

2、rst-year associates. 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

3、in that functional area At 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 PDN

4、et Express, which will deliver them in 24 hours The 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 C

5、ompany. It is 40 minutes 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

6、moderators guide with exercises can be requested from the Firm,最新名师培训视频6千集，管理文档8千份。QQ1589505898,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 organizati

7、onal performance? SECTION 3 What role does an associate play in organization work? SECTION 4 Where can an associate find out more?,最新名师培训视频6千集，管理文档8千份。QQ1589505898,McKinseys mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elemen

8、ts: 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 strategic re

9、quirement 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.,最新名师培训视频6千集，管理文档8千份。QQ1589

10、505898,CRITICAL ELEMENTS FOR IMPACT,Successful strategy,Efficient operations,Effective organization,最新名师培训视频6千集，管理文档8千份。QQ1589505898,We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose. However, a recent survey of en

11、gagements 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 consider organizational issues as we devise stra

12、tegies. 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.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,3 OUT OF 4 STRATEGIES

13、 THAT FAIL DO SO BECAUSE OF THE ORGANIZATIONS INABILITY TO EXECUTE,100%=340 responses,Percent,McKinsey recommendations flawed,Client not change-ready or committed,Organization lacked the capabilities to execute strategy,Other,最新名师培训视频6千集，管理文档8千份。QQ1589505898,The demand for organizational work is inc

14、reasing. 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 rapid reaction from competitor. Rarely can a durable competitive advanta

15、ge 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 these times of rapid change. The clients we serve are changing as well. They

16、 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.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,ORGANIZATIONAL WORK GROWING IN IMPORTAN

17、CE,Evolving marketplace Quickening pace of strategic adaptation Durable competitive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquiring in-house strategic capability Making change happen remains the “neglected art”,McKinseys engagement mix Percent

18、of time,Increasing demand for help with organization issues and change management,Source: Survey of 23 MGMs across the Firm,最新名师培训视频6千集，管理文档8千份。QQ1589505898,The recent evolution in our clients has not been missed by our competitors. Each of our competitors has recently introduced a branded organizat

19、ional element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,COMPETITORS HAVE BRANDED ORGANIZATION TOOLS,最新名师培训视频6千集，管理文档8千份。QQ1589505898,McKinseys consulting approach must evolve as our clients evolve. These chan

20、ges 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 associates directly. Associates are drawn into leadership roles on larger teams at an earlier point in their careers. This places greater e

21、mphasis on the need for associates to develop quite soon after joining McKinsey-superb team leadership skills.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,EVOLUTION IN McKINSEYS APPROACH,*Survey of 23 MGMs across the Firm,最新名师培训视频6千集，管理文档8千份。QQ1589505898,Before we dive into the organization materials, we shoul

22、d announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insight 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 yo

23、u can use to flesh out the frameworks, as well as applied examples in a range of settings. However, almost all organizational issues are “situation dependent”, and almost all client settings are unique. Your judgment, insight, creativity, and organizational acumen will determine whether you add valu

24、e in the client setting .,最新名师培训视频6千集，管理文档8千份。QQ1589505898,A CRITICAL CAVEAT,“Garbage in, garbage out”,Organizational practice frameworks Checklists Surveys, questionnaires Applied examples,Garbage,Good judgment, keen insight, creativity, organizational acumen,Garbage,Client impact,最新名师培训视频6千集，管理文档8

25、千份。QQ1589505898,A series of frameworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They also point toward solutions. These frameworks help teams answer two fundamental questions: What change is needed? How should the client implem

26、ent the change? The OP has derived a set of six attributes that characterize high-performing organizations(HPO). By assessing whether your client organization exhibits these six attributes, you can diagnose whether an organizational performance gap exists as well. Additionally, the 7-Ss will help yo

27、u identify strengths and deficiencies in the organization. The 7-Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the organization and the pivotal jobholder level) with

28、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 teams understand the organizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and

29、 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 triangle highlights the three critical dimensions of any effective change program-top down, bottom up, cross-functional. The proper balance

30、 among these dimensions depends on the gap, the client setting, and the competitive context. Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs. This section of the handbook will discuss each framework in turn.,最新名师培训视频

31、6千集，管理文档8千份。QQ1589505898,CORE FRAMEWORKS,High-performing organization attributes,7-S framework,Winning formula,Pivotal jobs,Design levers,Organizational structure,Staff,Management systems,Leadership style,Change board,Agenda/platform,Direction setting Structuring Bottom-up energizing,Transformation

32、triangle,Energizing elements,最新名师培训视频6千集，管理文档8千份。QQ1589505898,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 manageme

33、nt attributes, each of which focuses on performance. By comparing your client organization to these HPOs, you may identify opportunities to improve your client organization.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,“HIGH-PERFORMANCE COMPANY” ATTRIBUTES,Driven by leaders,Aligned by simple structures and core

34、 processes,Based on world-class skills,Rejuvenated by well-developed people systems,Built by relentless pursuit of before-the-fact strategies/vision,Energized by an extraordinarily intense, performance-driven environment,最新名师培训视频6千集，管理文档8千份。QQ1589505898,The first three of the six common management a

35、ttributes: Driven by leaders. The leaders of these companies had very high performance aspirations. For these leaders there was no such notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. Built by relentless before-the-fact strategie

36、s/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. Energized by an extraordinarily intense, performance-driven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especial

37、ly at the top. HPOs, while being very good places to work, are not always nice places to work.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,ATTRIBUTES OF AN HPO,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ1589505898,ATTRIBUTES OF AN HPO (CONTINUED),最新名师培训视频6千集，管理文档8千份。QQ1589505898,The HPO research fo

38、und something else common to the HPOs: all 10 were experimenting 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 performanc

39、e. Their goal is to imbue every employee with an owners mind-set. 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

40、 half of the matrix (high performance); many were reaching, in addition, for the right-hand side of the matrix(engaged and empowered).,最新名师培训视频6千集，管理文档8千份。QQ1589505898,PERFORMANCE AND EMPOWERMENT AT HPOs,最新名师培训视频6千集，管理文档8千份。QQ1589505898,Most large companies start out in the lower left-hand corner of

41、 the matrix (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

42、 performance 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.,最新名师培训视频6千集，管理文档8千份

43、。QQ1589505898,TRANSFORMATION PATH,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ1589505898,7-S FRAMEWORK,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ1589505898,McDONALDS WINNING FORMULA,Vision : to become the leading restaurant chain in the world,Strategy,Shared values,Skills,Con

44、venient Good quality Consistent Family-oriented environment Fair value,Quality control over all aspects of business Superior site selection Continuous new product development Strong promotion of products and McDonalds image,Quality Service Cleanliness price,最新名师培训视频6千集，管理文档8千份。QQ1589505898,Organizat

45、ions 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 , “grooved” way of doing things is no longer winning. The successful ones will create a new winning formula that is based on

46、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 is considering and defines the vision for the change program. A change vision is a creed that summarizes what an organiza

47、tion is trying to become and why. As such, it guides organizational priorities by redefining and recombining business objectives, required institutional skills ,and corporate values about what is important around here. A change vision is at the heart of top managements role in improving performance

48、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 articulation of a clear target that represents something better that is both logically sound and emotionally appealing.,最新名师培训

49、视频6千集，管理文档8千份。QQ1589505898,IMPROVING ORGANIZATIONAL PERFORMANCE,Grooved,Redirected,Unfrozen,Discontinuities,External shocks New competitors, economics New technologies Deregulation Internal changes New aspirations New leader,Major change through people,New strategy,New or stronger skills,Shared valu

50、es,CHANGE VISION,最新名师培训视频6千集，管理文档8千份。QQ1589505898,Certain key people in the organization hold positions that determine success 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 s

51、ucceed in changing the behavior of pivotal jobholders. At McDonalds, for example, pivotal jobs include the centralized purchasers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,PIVOTAL JOBSWhat people m

52、ust do,What are they ? Positions that have direct impact on delivery of value to the customer. Typically they -Design the product -Make the product -Sell the product Positions that must capably master new skills Where are they? Close to the front line,最新名师培训视频6千集，管理文档8千份。QQ1589505898,In a recent stu

53、dy at a chain store retailer, the change vision included a significant improvement in in-store 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 beha

54、vior and defined how the new behavior would need to differ from current practices. A behavior contrast analysis often proves helpful in defining precisely how the pivotal job- holders need to change.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,CONTRAST ANALYSISPivotal jobs: store manager, chain retailer,最新名师培训

55、视频6千集，管理文档8千份。QQ1589505898,The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future.,最新名师培训视频6千集，管理文档8千份。QQ1589505898,CONTRAST ANALYSIS BY PERCENTAGE OF TIME SPENTPivotal job: area operations manager,100%,Merchant/owner,Coach,

56、Player,Admini-straor,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ1589505898,ORGANIZATIONAL DESIGN LEVERS AT McDONALDS,Winning formula,Pivotal jobs,Design levers,Organizational structure,Management systems,Leadership style,Staff,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ158950

57、5898,ORGANIZATIONAL DESIGN LEVERS AT McDONALDS,Winning formula,Pivotal jobs,Design levers,Organizational structure,Management systems,Leadership style,Staff,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ1589505898,STRUCTURAL OPTIONS,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ158

58、9505898,CHANGE BOARD,Skill to be built,* Modified as appropriate for company * E.g., customers, suppliers, trade unions,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管理文档8千份。QQ1589505898,CHANGE BOARD CHAIN RETAILER EXAMPLE,Delivering in-store convenience,最新名师培训视频6千集，管理文档8千份。QQ1589505898,最新名师培训视频6千集，管

59、理文档8千份。QQ1589505898,CHANGE BOARD CHAIN RETAILER EXAMPLE,Delivering in-store convenience,Lock in support,Create shared responsibility for progress,Build a success model from below,Force awareness of realities,Restructure field organization,最新名师培训视频6千集，管理文档8千份。QQ1589505898,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 have to be managed to achieve fundamental b