THE McKINSEY WAY

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26 The McKinsey Mind step, you need to figure out which are the top-line issues, the issues that have to be true for your hypothesis to be true. After a bit of brainstorming, you isolate three questions that address the validity of your hypothesis: Will shortening the curing process reduce our costs? Can we, as an organization, implement the necessary changes? If we implement this change, can we maintain product quality? Put these issues one level below your hypothesis, as shown in Figure 1-2. Unfortunately, the answer to each of these questions lies in several more questions. You will have to answer those in turn before you can come up with a final yes or no. As you take each question down one or more levels, your analysis road map will begin to take shape. Let’s drill down on one of these issues and see where it leads us. Subissue: Will it reduce our costs? Issue: Can we increase thrum-mat profitability with the new production process? Subissue: Can our organization implement the necessary changes? Subissue: Can we maintain product quality while implementing the process? Figure 1-2. Issue Tree for Acme Widgets
Framing the Problem 27 The issue “Can we implement the necessary changes?” throws off numerous subsidiary questions (see Figure 1-3). Some of them came out in the initial brainstorming, while others will arise when you spend more time thinking specifically about the issue. Just as you did for the main issue, you need to figure out the logical progression of these questions. For the sake of this exercise, let’s say there are two top-line questions for this issue: (1) Does the new, shorter process require special facilities that we don’t have? (2) Does it require special skills that we don’t have? For both of these questions, the ideal answer, “no,” shuts down any further inquiry. If, however, the answer to either of these questions is yes, the hypothesis is not immediately invalidated. Rather, this answer raises additional questions that must be answered. For example, in the case of facilities, you would ask, “Can we build or buy Subissue: Will it reduce our costs? Does the process require special facilities? Issue: Can we increase thrum-mat profitability with the new production process? Subissue: Can our organization implement the necessary changes? Does the process require special skills? Subissue: Can we maintain product quality while implementing the process? Figure 1-3. Issue Tree for Acme Widgets with Subissues
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Page 5 and 6: Copyright © 2002 by The McGraw-Hil
Page 11 and 12: x Acknowledgments Pringle, and Paul
Page 13 and 14: xii Introduction By necessity, The
Page 15 and 16: xiv Introduction Several senior McK
Page 17 and 18: xvi Introduction • Business Need
Page 19 and 20: element later in the book. For now,
Page 21 and 22: Introduction xix ing Chapter 1 befo
Page 23 and 24: 1 FRAMING THE PROBLEM Managing •
Page 25 and 26: Framing the Problem 3 THE McKINSEY
Page 27 and 28: Framing the Problem 5 ple. I think
Page 29 and 30: Framing the Problem 7 possible or n
Page 31 and 32: Framing the Problem 9 We framed the
Page 33 and 34: Framing the Problem 11 This techniq
Page 35 and 36: Framing the Problem 13 able to boun
Page 37 and 38: Framing the Problem 15 on time, mak
Page 39 and 40: Framing the Problem 17 In a white r
Page 41 and 42: Framing the Problem 19 guesstimates
Page 43 and 44: Framing the Problem 21 table, but a
Page 45 and 46: Framing the Problem 23 sure your su
Page 47: Framing the Problem 25 Dan Veto fou
Page 51 and 52: Framing the Problem 29 CONCLUSION B
Page 53 and 54: 2 DESIGNING THE ANALYSIS Managing
Page 55 and 56: Designing the Analysis 33 of the te
Page 57 and 58: Designing the Analysis 35 • Let y
Page 59 and 60: Designing the Analysis 37 ally corr
Page 61 and 62: Designing the Analysis 39 reach an
Page 63 and 64: Designing the Analysis 41 really an
Page 65 and 66: Table 2-1. Work Plan for Issue in A
Page 67 and 68: Designing the Analysis 45 Responsib
Page 69 and 70: Designing the Analysis 47 CONCLUSIO
Page 71 and 72: 3 GATHERING THE DATA Managing • T
Page 73 and 74: Gathering the Data 51 RESEARCH STRA
Page 75 and 76: Gathering the Data 53 of the busine
Page 77 and 78: Gathering the Data 55 By devoting m
Page 79 and 80: Gathering the Data 57 the purchase
Page 81 and 82: Category Name Description Cost Loca
Page 83 and 84: Gathering the Data 61 book, we used
Page 85 and 86: Gathering the Data 63 bits of infor
Page 87 and 88: Gathering the Data 65 upbringing, p
Page 89 and 90: Gathering the Data 67 Managing Your
Page 91 and 92: Gathering the Data 69 was a bit mor
Page 93 and 94: Gathering the Data 71 ning and busi
Page 95 and 96: Gathering the Data 73 itate resista
Page 97 and 98: Gathering the Data 75 occurrences,
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Gathering the Data 77 Culture • U
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Gathering the Data 79 At McKinsey,
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Gathering the Data 81 Knowledge tra
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4 INTERPRETING THE RESULTS Managing
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Interpreting the Results 85 UNDERST
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Interpreting the Results 87 half an
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Interpreting the Results 89 we pres
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Interpreting the Results 91 That an
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Interpreting the Results 93 data ca
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Interpreting the Results 95 In this
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Interpreting the Results 97 mental
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Interpreting the Results 99 We’ll
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Interpreting the Results 101 EXERCI
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5 PRESENTING YOUR IDEAS Managing
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Presenting Your Ideas 105 meets thi
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Presenting Your Ideas 107 sumer goo
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Presenting Your Ideas 109 Strong co
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Presenting Your Ideas 111 Figure 5-
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Presenting Your Ideas 113 have an e
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Presenting Your Ideas 115 One last,
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Presenting Your Ideas 117 stacked w
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Presenting Your Ideas 119 More impo
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Presenting Your Ideas 121 I was on
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Presenting Your Ideas 123 when pres
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Presenting Your Ideas 125 • Ident
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6 MANAGING YOUR TEAM Managing • T
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Managing Your Team 129 In this sect
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Managing Your Team 131 McKinsey alu
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Managing Your Team 133 of whom prep
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Managing Your Team 135 IMPLEMENTATI
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Managing Your Team 137 COMMUNICATIO
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Managing Your Team 139 Alan Barasky
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Managing Your Team 141 Let’s comp
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Managing Your Team 143 BONDING The
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Managing Your Team 145 Maybe they s
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Managing Your Team 147 phies, and p
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Managing Your Team 149 ble, have ot
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Managing Your Team 151 tions yield
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Managing Your Team 153 The quantity
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Managing Your Team 155 mance. The a
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Managing Your Team 157 CONCLUSION T
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7 MANAGING YOUR CLIENT Managing •
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Managing Your Client 161 In fact, M
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Managing Your Client 163 ing new en
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Managing Your Client 165 EXERCISES
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Managing Your Client 167 nization a
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Managing Your Client 169 the Firm w
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Managing Your Client 171 not sugges
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8 MANAGING YOURSELF Managing • Te
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Managing Yourself 175 tor. Even tho
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Managing Yourself 177 self, you hav
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Managing Yourself 179 Obviously, ev
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Managing Yourself 181 Working backw
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Managing Yourself 183 Share the loa
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Managing Yourself 185 You might wan
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Appendix A DATA-GATHERING RESOURCES
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Data-Gathering Resources 189 The ma
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Data-Gathering Resources 191 INDUST
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Data-Gathering Resources 193 • In
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Data-Gathering Resources 195 the wo
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Data-Gathering Resources 197 COMPAN
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Data-Gathering Resources 199 and to
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Data-Gathering Resources 201 are lo
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Data-Gathering Resources 203 Librar
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Appendix B LESSONS FROM THE McKINSE
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Lessons from The McKinsey Way 207 A
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Appendix C IMPLEMENTATION LESSONS T
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Implementation Lessons 211 Chapter
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INDEX Academic Universe, 201-2 Acce
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Index 215 Federal government, 8-9 F
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Index 217 Performance ratios, 190 P
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THE McKINSEY WAY

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