文档介绍：McKinsey pany
Managing Intellectual Capital
McKinsey In Client Relationship Mode
Business Concept
Focus on important management issues
First mover in strategy consulting
Serve top management of prestigious clients
Unique customized solutions
Not standardized tools, formulas
Organizational Capability
Recruit and develop superior people
Training in general problem solving
Professionalism, self-governance
Strong embedded “One Firm” policies and culture
Relates to clients, consultants, profits
“7S Model” McKensey’s Thought Leadership
Client
Relationships
Thought
Leadership
Superordinate Goal
Client Services
Knowledge Development
Structure
Self governance in local office
Overlay of Industry Sectors, Competence Centers and CSTs
Strategy
Tailor solutions to top management of leading firms
Develop and leverage specialized knowledge and expertise
Skills
Training for generalists
problem solving
Generalists + Specialists
spike (T Shape)
Style
Professionalism
Integrity
Collaboration
Systems
Performance evaluation on client development
Firm-wide resource sharing
Firm-wide info infrastructure
Client impact metric
Staff
Bright MBAs
Partner: Associate =7
Experts/Specialists
“Discover-Codify-Disseminate” Model
A few experts at the core developing knowledge –recognized “gurus”
Practice areas fragmented, run as fiefdoms.
Focus on developing work of sectors, centers, and offices to spread ideas
Industry and functional practices isolated peting offices and engagement teams.
“Engage-Explore-Apply-Share” Model
Everyone responsible for knowledge development.
Teams of practice leaders in a “stewardship” role
Priority given to developing integrated client-service teams (CSTs)
Practices support and leverage integrated CSTs, (building on McKinsey’s petence in client services)
Development of Thought Leadership
“One-Firm” Culture
Individual Consultant
Development
T-shaped consultants
anizational
Matrix
Industry petence Centers
Team anization
Team-led se