The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm (Anglais) Relié – 1 octobre 2001
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The First Step-by-Step Manual for Achieving McKinsey-Style Solutionsand Success
International bestseller The McKinsey Way provided a through-the-keyhole look at McKinsey & Co., history's most prestigious consulting firm. Now, the follow-up implementation manual, The McKinsey Mind, reveals the hands-on secrets behind the powerhouse firm's successand discusses how executives from any field or industry can use those tactics to be more proactive and successful in their day-to-day decision-making.
Structured around interviews and frontline anecdotes from former McKinsey consultantsas well as the authors, themselves McKinsey alumniThe McKinsey Mind explores how McKinsey tools and techniques can be applied to virtually any business problem in any setting. Immensely valuable in today's crisis-a-minute workplace, it discusses:
- Techniques for framing problems and designing analyses
- Methods for interpreting results and presenting solutions
- Keys for managing teams, managing clients, and managing yourself
The ability to think in a rigorous, structured mannera McKinsey manneris not a birthright. It can, however, be a learned behavior. Let The McKinsey Mind show you how to approach and solve problems with the skill of a McKinsey consultant and obtain the positive results that have been delivered to McKinsey clients for over a century.
McKinsey & Co. is renowned throughout the world for its ability to arrive at sharp, insightful analyses of its clients' situations then provide solutions that are as ingenious as they are effective. McKinsey succeeds almost as well as shielding its revolutionary methods from competitors' scrutiny.
Now, The McKinsey Mind pulls back the curtain to reveal the ways in which McKinsey consultants consistently deliver their magic and how those methods can be used to achieve exceptional results in companies from 10 employees to 10,000. Packed with insights and brainstorming exercises for establishing the McKinsey mind-set, this book is an in-depth guidebook for applying McKinsey methods in any industry and organizational environment.
Taking a step-by-step approach, The McKinsey Mind looks at the McKinsey mystique from every angle. Owners, executives, consultants, and team leaders can look to this comprehensive treatment for ways to:
- Follow McKinsey's MECE (mutually exclusive, collectively exhaustive) line of attack
- Frame business problems to make them susceptible to rigorous fact-based analysis
- Use the same fact-based analysisin conjunction with gut instinctto make strategic decisions
- Conduct meaningful interviews and effectively summarize the content of those interviews
- Analyze the data to find out the "so what"
- Clearly communicate fact-based solutions to all pertinent decision makers
- Capture and manage the knowledge in any organization to maximize its value
Because organizational problems rarely exist in a vacuum, The McKinsey Mind discusses these approaches and more to help you arrive at usable and sensible solutions. It goes straight to the sourceformer McKinsey consultants now in leadership positions in organizations throughout the worldto give you today's only implementation-based, solution-driven look at the celebrated McKinsey problem-solving method.
"The McKinsey Mind provides a fascinating peek at the tools, practices, and philosophies that have helped this much-admired firm develop generations of bright young MBAs into trusted corporate advisors. But the book's practical, down-to-earth advice is not just for consultants. The disciplined way in which McKinsey consultants frame issues, analyze problems, and present solutions offers valuable lessons for any practicing or aspiring manager."
Christopher A. Bartlett, Daewoo Professor of Business Administration, Harvard Business School
"McKinsey and Co. rescues the biggest companies from disaster by addressing every problem with its own mixture of logic-driven, hypothesis-tested analysis. The McKinsey Mind helps everyone learn how to think with the same discipline and devotion to creating business success. According to the maxim, giving a man a fish may feed him for a day, but teaching him to fish will feed him for a lifetime. Paying McKinsey to solve your problem may help you for a day, but learning how they do it should help you for a lifetime."
Peter Wayner, Author of Free For All: How Linux and the Free Software Movement Undercut The High-Tech Titans
"The McKinsey Mind unlocks the techniques of the world's preeminent consulting firm and presents them in a format that is easy to understand and even easier to implement."
Dan Nagy, Associate Dean, The Fuqua School of Business, Duke University
Biographie de l'auteur
Ethan M. Rasiel was a consultant in McKinsey & Co.'s New York office. His clients included major companies in finance, telecommunications, computing, and consumer goods sectors. Prior to joining McKinsey, Rasiel, who earned an MBA from the Wharton School at the University of Pennsylvania, was an equity fund manager at Mercury Asset Management in London, as well as an investment banker.
Paul N. Friga worked for McKinsey & Co. in the Pittsburgh office after receiving his MBA from the Kenan-Flagler Business School at the University of North Carolina. He has conducted consulting projects relating to international expansion, acquisition and strategic planning, education, water, and other industries. He has also consulted for Price Waterhouse. He is currently pursuing his Ph.D. in Strategy at Kenan-Flagler and is Acting Director of the North Carolina Knowledge Management Center.
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Globalement, la lecture apporte des idées simples et applicables dans la vie professionnelle mais qui ne brillent pas particulièrement par leurs sophistication ou leurs profondeur.
On peut également regretter la tendance des auteurs à s'envoyer des fleurs et présenter leurs idées comme exceptionnelles et appliquées uniquement par les Mckinseites.
Au total un bon livre d'introduction au conseil mais qui aurait gagné à développer, approfondir, et tirer des enseignements plus riches des expériences relatées.
Mais bonne base pour parfaire ses connaissances en la matiere
Commentaires client les plus utiles sur Amazon.com (beta)
If you have read the contents page, you have read the book (this may sound harsh, but its true). Also the book is brand leveraged and does not even talk about the McKinsey ways. All the authors do, is interview some ex McKinsey consultants and get high level opinions from them. Extremely superficial read.
Do yourself a favor - go get a quantitative business analysis book like:
1. Quantitative Business Analysis: Text and Cases by Bodily, et al
2. Quantitative Analysis for Management by Bonini, et al
- and you will have learnt much more than this book can offer. You can then realize what you learnt into daily decision making.
Not recommended. Save your money.
I agree with a previous reviewer that there are no additional insights on how McKinsey works. I would say Rasiel tried but failed miserably. Like a two-year GE manager trying to describe how Welsh ran GE, Rasiel bit off more than he could chew by trying fathom how McKinsey partners or senior people work and run the firm. 60% of his comments are totally wrong and the worst thing is it would be difficult for outsiders to tell which is right from wrong. Rasiel also tried to stay very high-level and common sensical which basically made most of the book useless.
Skip this one. Dont waste your time and money.
I work as a member of the CSS at the McKinsey NYO and find that the book won't help you a bit whether you are looking to find a job at McKinsey, looking to enhance your position at the firm (and thus to avoid getting "counseled out"), or just wanting to learn how "the Firm" discovers magic pills for corporate diseases. The book follows the same hollow structure as Rasiel's first book and is half a rip-off of McKinsey's BCR training program (plus the ILW and some from the ELW) and half useless interviews with McKinsey alumni who boast after they received the latter end of the "up-or-out" policy they were able to show how inferior their new employers were on the management IQ scale. If you want concrete case studies -- which is why I picked up the book -- it contains none. It does contain more words than the "McKinsey Way" book, but nothing that will set fire to your imagination or career or profits.
This book is very similar to the first (the McKinsey Way) - more fluff and nothing concrete. Ah! "structure your study", "gather data and interpret it correctly" , ... come on.. anybody knows that! How else does one come to conclusions (other than fact based, structured reasoning). If you have read the contents page you have read the book! (This may sound harsh, but seriously its true!)
The authors themselves mention the fact that they cannot detail McKinsey's techniques and go on to detail their own methodology "BASED" on the McKinsey methodologies. We don't need teasers and brand leveraged superficial mumbo-jumbo. Facts - these guys need to walk their talk! (Read the "About Confidentiality" section in the "Introduction" chapter).
Unfortunatley this book does not deliver in any depth in my opinion. It is more of a casual conversation about McKinsey, how great it is with breif discussions of how they work.
Notions such as 'always involve your client' and 'recognize that you may not always have great data' are obvious and not worth the price of the book -- even if you purchased it used -- which I did.
If you really want to know how the McKinsey mind works I heartly recommend K. Ohmae's "The mind of the strategist" Ohmae was Mr. Strategy at McKinsey and his book really shows you what's in the mind of this influencial company and its consultants.
The two who authored this book, are really trading on McKinsey's name, brand and reputation. Its a shame and do not be lured in by the title, read Ohmae's book.
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