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1、来自 中国最大的资料库下载Organization:Overview of Core FrameworksLocal Training Module For First-year Associates Associate Handbook来自 中国最大的资料库下载FOREWORD AND OBJECTIVE This Organization Practice(OP)document provides an overview for use in local training sessions for first-year associates.It is part of a“series o
2、n 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 functional areaAt the end of this docume
3、nt,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 will deliver them in 24 hoursThe co
4、ntents 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 minutes long and should be presented in 3
5、 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 with exercises can be requested from the Firm来
6、自 中国最大的资料库下载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 organizational performance?SECTION 3 What role does an associate play in organization work?SECT
7、ION 4 Where can an associate find out more?来自 中国最大的资料库下载McKinseys mission is to have lasting and substantial impact on our clients.To succeed,we need to work all three of the critical elements:choose the best strategy,develop world-class operations,align the organization.These three elements both re
8、inforce 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 requirement and the operational methods of the client.This document focuses on one vertex of this triangular relations
9、hip.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.来自 中国最大的资料库下载CRITICAL ELEMENTS FOR IMPACTSuccessful strategyEfficient operations Effective organization 来自 中国最大的资料库下载We only achieve impact when the
10、 organizations we serve are successful in implementing the strategies and operational methods 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
11、of implementing the strategy we proposed.To ensure that we have impact,we need to consider 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
12、the organization can step up to the challenge the superior strategy poses.来自 中国最大的资料库下载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 capabiliti
13、es to execute strategyOther来自 中国最大的资料库下载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 evok
14、es a 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 t
15、hese 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.来自 中
16、国最大的资料库下载ORGANIZATIONAL WORK GROWING IN IMPORTANCEEvolving marketplaceQuickening pace of strategic adaptationDurable competitive advantage often rooted in unique organizational capabilitiesEvolving playersMany businesses acquiring in-house strategic capabilityMaking change happen remains the“neglect
17、ed 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来自 中国最大的资料库下载The recent evolution in our clients has not been missed by our com
18、petitors.Each of our competitors has recently introduced a branded organizational element to their portfolio.Their organizational expertise figures prominently in their marketing campaigns.来自 中国最大的资料库下载COMPETITORS HA VE BRANDED ORGANIZATION TOOLSConsulting firm Product Client exampleBCG Time based c
19、ompetition GEGeneral Systems Process redesign UPRRBooz Allen Continuous improvement ExxonUnited Research Process redesign and facilitation MobilDelta Point Transformational change SmithKline Beecham来自 中国最大的资料库下载McKinseys consulting approach must evolve as our clients evolve.These changes provoke a s
20、hift 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 emphasis on the nee
21、d for associates to develop quite soon after joining McKinsey-superb team leadership skills.来自 中国最大的资料库下载EVOLUTION IN McKINSEYS APPROACH*Survey of 23 MGMs across the FirmFrom To“The answer”Solving for the“answer”and the change process Managing client teams Building client capabilities Small,analytic
22、ally focused teams average client team of 3*Multiple,highly leveraged McKinsey/client teams Average client team of 10*CEO counseling by senior people Coaching and feedback at all levels 来自 中国最大的资料库下载Before we dive into the organization materials,we should announce one critical caveat:the frameworks
23、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 you can use to flesh out the frameworks,as well as a
24、pplied 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 value in the client setting.来自 中国最大的资料库下载A CRITICAL CA VEAT“Gar
25、bage in,garbage out”GarbageGood judgment,keen insight,creativity,organizational acumenGarbageClient impactCONCEPTUAL来自 中国最大的资料库下载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.Th
26、ese 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 exhibits these six attributes,you
27、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 and build skills in pivotal jobholders.By
28、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 teams understand the organizational skill de
29、ficits 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 triangle highlights the three critical dimension
30、s 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 elements.Each must be considered as we design change
31、programs.This section of the handbook will discuss each framework in turn.来自 中国最大的资料库下载CORE FRAMEWORKS High-performing organization attributesVisionPerfor-manceCEO ledPeople Skills Simple 7-S frameworkWinning formula Pivotal jobs Design leversOrganizational structureWhat change is needed?How should
32、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?Strategy SkillsShared valuesVISIONStaff Management systemsLeadership styleChange boardAgenda/pl
33、atformDirection settingStructuringBottom-up energizingTransformation trianglePerformance managementVision and leadershipcommunicationOrganizational infrastructurePeople developmentProblem solving processEnergizing elements来自 中国最大的资料库下载The OP undertook a study of 10 high-performing companies,true ind
34、ustry 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 management attributes,each of which focuses on performance.By comparing your client organization to these HPOs,you may identify opportuniti
35、es to improve your client organization.来自 中国最大的资料库下载“HIGH-PERFORMANCE COMPANY”ATTRIBUTESDriven by leadersAligned by simple structures and core processesBased on world-class skillsRejuvenated by well-developed people systemsBuilt by relentless pursuit of before-the-fact strategies/vision Energized by
36、 an extraordinarily intense,performance-driven environmentWhat change is needed?How should the client make change happen?Organizational challengesInitiativesEnergizing elementsGaps in performance来自 中国最大的资料库下载The first three of the six common management attributes:Driven by leaders.The leaders of the
37、se 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 strategies/visions.HPOs spend their time looking forward,not ba
38、ck.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,especially at the top.HPOs,while being very good places to work,are not
39、always nice places to work.来自 中国最大的资料库下载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 measu
40、res-not just financialProductive“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 businessesUn
41、derstanding of how 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
42、topAggressive 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来自 中国最大的资料库下载The last three common management attributes focus on structure,skills,and systems:Aligned by simple
43、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 skill of their industry,e.g.,product de
44、velopment 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 advantage.Rejuvenated by well-developed people sy
45、stems.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.来自 中国最大的资料库下载ATTRIBUTES OF AN HPO(CONTINUED)Aligned by simple structures and core processesSt
46、raightforward alignment of authority,accountability,and performance challengesUncomplicated lines of communication and approval line to line Similar internal structural units and key management processes across the companyMinimal critical staff reviewsRegular calendar of key management processes and
47、 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 run the placeCompany key management processes viewed as real competitive advantageRejuvenated
48、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“informed”view of key contributors 2-3 levels downCEO leads annual“staffing review”best people/teams
49、in most critical/demanding jobs“Bench strength”is a top priority来自 中国最大的资料库下载The HPO research found 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 involvi
50、ng“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.Self governance in these HPOs is different from that practiced in other“engaged and empowered”companies.In HPOs the single-minded objective of empo