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1、AbouttheProblem-SolvingProcessOurbenchmarkistheproblem-solvingprocessaspracticedbyMcKinsey.Atthemostabstractlevel,McKinseydevelopssolutionstoclients'strategicproblemsand,possibly,aidsintheimplementationofthosesolutions.FigureI-1depictsourtheoreticalmodelofproblemsolving,whichbre
2、akstheprocessintosixdiscreteelements.InTheMcKinseyMind,wewillfocusonthecentraltriangleofthismodel(theitemsinbold).FigureI-1:StrategicProblem-SolvingModel°BusinessNeed—Youcan'thaveproblemsolvingwithoutaproblemor,morebroadly,aneedonthepartoftheclient.Inbusiness,thoseneedscomeinsev
3、eralforms:competitive,organizational,financial,andoperational.°Analyzing—Onceyourorganizationhasidentifiedtheproblem,itcanbegintoseekasolution,whetheronitsownorwiththehelpofMcKinsey(oranyotheroutsideagent).McKinsey'sfact-based,hypothesis-drivenproblem-solvingprocessbeginswithfra
4、mingtheproblem:definingtheboundariesoftheproblemandbreakingitdownintoitscomponentelementstoallowtheproblem-solvingteamtocomeupwithaninitialhypothesisastothesolution.Thenextstepisdesigningtheanalysis,determiningtheanalysesthatmustbedonetoprovethehypothesis,followedbygatheringthed
5、ataneededfortheanalyses.Finallycomesinterpretingtheresultsofthoseanalysestoseewhethertheyproveordisprovethehypothesisandtodevelopacourseofactionfortheclient.°Presenting—Youmayhavefoundasolution,butithasnovalueuntilithasbeencommunicatedtoandacceptedbytheclient.Forthattohappen,you
6、muststructureyourpresentationsothatitcommunicatesyourideasclearlyandconciselyandgeneratesbuy-inforyoursolutionforeachindividualaudiencetowhichyoupresent.°Managing—Thesuccessoftheproblem-solvingprocessrequiresgoodmanagementatseverallevels.Theproblem-solvingteammustbeproperlyassem
7、bled,motivated,anddeveloped.Theclientmustbekeptinformed,involved,andinspiredbyboththeproblem-solvingprocessandthesolution.Theindividualteammembers(that'syou)muststrikeabalancebetweenlifeandcareerthatallowsthemtomeettheexpectationsoftheclientandtheteamwhilenot"burningout."°Implem
8、entation—Yourorganizationmayhaveacceptedyoursol