Mc Kinsey Case-Analysis[1]

8/22/2019 Mc Kinsey Case-Analysis[1]

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CASE ANALYSISMcKinsey & Company :

Management Knowledge and Learning


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Background

James O. McKinsey founded McKinsey in 1926,.

75 years later, the firm has grown into a global

partnership serving three of the world's five

largest companies and two-thirds of the Fortune1000.

"management engineers" --rescuing sick

companies to helping healthy companies thrive

and grow.


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who they are..

the trusted advisor and counselorto many of the most influential

businesses and institutions in the

world.

problem solvers with a passion forexcellence.

dont regard individuals based on

their title, but their competence

and leadership.

come from all over the world, with

rich experience and all kinds of

backgrounds and areas of

expertise.


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Q 1:How was this little firm of accounting and

engineering advisors able to grow into

the worlds most prestigious consulting

firm 50 years later ?

What was the unique source of

competitive advantage developed by

James O. Mckinsey and later Marvin

Bower ?


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The company had experienced expansion into aglobal market and many changes in

management and structure. Recruited experienced executives andprofessional consultants .

The company was staffed by professionals with

different levels of authority ,and the consultantsworked within a matrix arrangement with aprofessional core.

All McKinsey managers participating in thedevelopment of the strategic plan and cascading

the goals and objectives throughout the firm thepositive impact of management by objectives

Decentralizing the centers 15 centers[practice leadership ]


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Recruited experiencedexecutives and trainedthem on an integrated

approached he coined asthe General SurveyOutline

Undeviating sequence ofanalysis -goals, strategy,

policies, organization,facilities, procedures &personnel

Freestyle of training

--synthesize data &

independent thinking

Focused on issue ofimportance to top-levelmanagement

People development iscompany's primarypurpose--professionalstrained and motivated todo outstanding work

Client benefits must bemore important thanthose of the firm.

James O. Marvin Bower


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Q 2 :

How effective was Ron Daniel inleading Mckinsey to respond to

challenges identified in the

commission on firm Aims and

goals?

What contribution did Fred Gluckmake to the required changes?


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Daniel appoints one of firms partners tobe the full-time director of training.

Improve consultants skills and expertise.

Created industry-based clientele sectors indifferent functions, and cut somegeographic offices that remained theprimary organizational entity.

Leverage the firms functional expertise,especially for strategy and organizationsectors.


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Fred Glucks contributions

1.Centers of Competence

--created 15 Centers of Competence, which canhelp consultants and to ensure the renewal ofthe intellectual resources for the firm.

2.Knowledge Infrastructure--knowledge management project

build a common database of knowledge accumulated from clientswork and developed in the practice area

hire a full time coordinator.

create a career path for deep functional specialists

3.Create a Client Impact Committee


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Q 3 :Judging by the evidence in the

three mini-case of front-line

activities in the mid-1990s,howeffective has the firm been in its

two-decade long change process ?


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High level knowledge related to different fields,and also experiences and capabilities fromworldwide, efficiency to solve different kinds ofproblems from different counties.

High-educated, full knowledge and enoughexperience employees participated to using aneffective way to persuade clients.

A more interdependent network, created and

developed. Training new generation directors and new teamworkers, give them more opportunities topractice in daily operation.


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Q 4 :What is your evaluation of Rajat

Guptas four-pronged approach to

knowledge development and

application within Mckinsey ?

As a senior partner,what specificadvice would you give him?


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capitalize on the firms long term investmentsupported by the Knowledge infrastructure

Practice Olympics.

Tapped both internal and external expertise todevelop state-of-the-art formulations.

Create pools of dedicated resources protectedfrom daily pressures and clients demands, and

focused on long-term research agendas.


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Recommendation Mr. Guptas initiatives and MBO

--- Helps growth but made it impossible to link

the knowledge and expertise of the organization.

High on cost

Have to focus, not overlooking customer and

market.

Should using traditional communication methodsto motivate employees and develop personal

relationships.


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Thank you for your attention

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Mc Kinsey Case-Analysis[1]