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Метод McKinsey. Использование техник ведущих стратегических консультантов для решения личных и деловых задач
На сегодняшний день в мире нет другой столь известной, успешной и востребованной консалтинговой фирмы, как McKinsey & Company. Ее клиентами является большинство ведущих мировых корпораций. Из этой компании вышли многие величайшие бизнес-лидеры и мыслители в области менеджмента. Среди них Том Питерс, Луис Герстнер, Йон Катценбах и многие другие.
Книга впервые раскрывает методы управления, которые компания McKinsey тщательно охраняла долгое время, и демонстрирует инструменты, позволяющие менеджерам любого уровня мыслить как консультанты McKinsey и находить решения самых сложных бизнес-проблем.
Эта работа будет полезна не только представителям консалтинговых компаний и студентам бизнес-школ, но и всем тем, кто решает деловые проблемы.
Книга впервые раскрывает методы управления, которые компания McKinsey тщательно охраняла долгое время, и демонстрирует инструменты, позволяющие менеджерам любого уровня мыслить как консультанты McKinsey и находить решения самых сложных бизнес-проблем.
Эта работа будет полезна не только представителям консалтинговых компаний и студентам бизнес-школ, но и всем тем, кто решает деловые проблемы.
160 pages, Kindle Edition
First published February 1, 1999
1093 people are currently reading
5980 people want to read
About the author
Ethan M. Rasiel
9 books47 followersEthan M. Rasiel was a consultant in McKinsey & Co. s New York office. His clients included major companies in finance, telecommunications, computing, and consumer goods sectors. Prior to joining McKinsey, Rasiel, who earned an MBA from the Wharton School at the University of Pennsylvania, was an equity fund manager at Mercury Asset Management in London, as well as an investment banker.
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Displaying 1 - 30 of 411 reviews
October 18, 2019
A very good book. Though, the best way to characterise it would be to requote from it:
Here goes a bit of tongue-in-the-cheek vocab for it:
1. “What’s the so-what?”
Translation: How is this analysis useful?
Real meaning: You’re one up on me because you’ve done a ton of complex analysis and I haven’t. Allow me to reassert my authority by challenging you to explain the purpose, and implying that while you are living inside a spreadsheet, I’m actually living in the real world.
Example: “OK, so you’ve found that the client sells more beer in Australia than in New Zealand. But what’s the so-what?”
2. “MECE”
Translation: Mutually Exclusive and Completely Exhaustive.
Real meaning: Tell me you haven’t missed something big in your analysis that is going to bite us in the heiny.
Example: “Have you checked your analysis for MECE-ness?”
3. “Quick wins”
Translation: Easy cost savings we can show the client as soon as possible to justify our fees.
Real meaning: Lay-offs.
Example: “The entire Cleveland operation is a quick win.”
4. “Low-hanging fruit.”
Translation: Really quick wins.
Real meaning: Completely useless client operations and staff that even a child could lay off.
Example: “Boy, that guy Bob in accounts is low-hanging fruit.”
5. “Directionally correct.”
Translation: The analysis is correct in its broad conclusions.
Real meaning: The analysis is incorrect in some of its numbers.
Example: “Let’s not get hung up too much on the details. The analysis is directionally correct.”
6. “The right road, but the wrong direction.”
Translation: The analysis is asking the right questions.
Real meaning: The analysis is wrong, and one of the consultants is going to be fired.
Example: “We found the right road, but we took the wrong direction.”
7. “At least we now have a better idea of the questions.”
Translation: The next stage of analysis is going to add value.
Real meaning: The analysis just finished is so completely wrong that we can’t even claim it is directionally correct, or even that we found the right road.
Example: “OK, so’re going to have to go back and do this again. But at least now we have a better idea of the questions.”
8. “We’ve left that open.”
Translation: We haven’t answered that question yet.
Real meaning: We don’t know. In fact until you asked we hadn’t even thought about it.
Example: “How will this impact the new product launch? We’ve left that open.”
9. “Boiling the ocean.”
Translation: Doing a lot of analysis.
Real meaning: We’re so busy in meetings we really want to economize on the amount of actual analysis have to do.
Example: “You don’t need to look at the cost structure of each of the operations. Don’t boil the ocean.”
10. “Delta”
Translation: Change.
Real meaning: The consultant is so insecure he is afraid of using a simple word like “change.”
Example: “It’s going to be hotter tomorrow than today? What’s the delta?”
11. “On the beach.”
Translation: Between projects. (Has nothing to do with any actual beach)
Real meaning: No other consultant wants me on their project.
Example: “I’ve just spent a couple of weeks on the beach.”
12. “Peeling the onion.”
Translation: Doing deeper and deeper analysis.
Real meaning: We’re still trying to understand the client.
Example: “We’ll get a better idea of that once we peel the onion a bit more.”
13. “Granularity.”
Translation: Details.
Real meaning: The consultant is so insecure he is afraid of the simple word “details.”
Example: “Let’s see if we can get a little more granularity on that.”
14. “Version 2.0.”
Translation: A new version.
Real meaning: The first version didn’t work.
Example: “We want version 2.0 of this.”
15. “IPM.”
Translation: In Production Mode.
Real meaning: It’s not finished yet.
Example: “That latest analysis? Don’t worry, it’s IPM.”
16. On the runway
Translation: Still taking off
Real meaning: Hasn’t gone anywhere; still domestic.
Example: “We haven’t really tested or launched yet but we’re on the runway”
17. “A robust conversation”
Translation: we need to shop this idea around more.
Real meaning: everyone we’ve spoken to so far hates it.
Example: “We need to initiate a robust conversation with our stakeholders and gatekeepers that’s structured to fine tune our approach.”
(c) Disclaimer: this hilariousity not mine, found on the web, immencely liked... ;)
And some more scary cons stuff (Russian version only)
/Accenture/ Работа в консалтинге. Дневник стажера-консалтера. (Disclaimer: all from Google)
День 1.
- Слово business видимо произошло от busyness.
- Почти правила стройки. Кто не курит, тот работает. Попробую заменить на кофе.
День 2.
- Консультант это человек с воображением ребенка и IQ не ниже, чем у Эйзенхауэра.
День 3.
- Пришел в офис первый, хотя опоздал минут на 30.
- Задание, которое я делал часа полтора, аналитик сделал за минут 15. Кажется, с помощью Excel он может захватить весь мир.
- Девятичасовой день меня напрочь убивает, плюс - хоть ночью крепко спится. И это далеко не предел, надо привыкать.
День 4.
- Опаздывать, но приходить первым входит в привычку.
- Всё ещё не привык к графику, свои девять часов нужно реально отработать, а думать приходится на каждом шаге. Мозги закипают.
- Ещё никогда так не ждал выходных, а всего четыре дня прошло.
День 5.
- Понял, что обожаю пятницы. Это праздник с 18 часов. Полезные тренинги в офисе под горячий шоколад проходят на ура!
День 6.
- Впервые консультант обратился ко мне за помощью в каком-то вопросе. (Примеч.: кажется, от безысходности).
- Сегодня учили общаться с коллегами из смежного проекта. Почувствовал себя коллектором долгов, пока смотрел, как требования собирают с них.
День 7.
- Оказалось, что консультанты очень любят конфетки. Принес пачку барбарисок - радовались, как дети.
День 8.
- Впервые был час свободного времени вне обеда, когда можно было не работать головой. Почитал проектный материал.
- Команду все еще удивляет, когда я ухожу в половину восьмого вечера, но потом они вспоминают про мою стажировку.
День 9.
- Сделал свой первый легкий овертайм до десяти вечера. После 19:00 открывается второе дыхание, хотя я бы назвал это смирением.
- Начал использовать оптимальные решения. Они здорово экономят время.
- Есть коллеги, которые работают так каждый день. В ночные смены можно разгружать вагоны, а можно загружать базы данных, каждому своё.
- Теперь мне снятся таблицы и схемы, а во сне я генерю и бормочу рандомные названия для них. В работе даже ночью.
I think anything I say would be too cynical.
—Former associate in the London office
Here goes a bit of tongue-in-the-cheek vocab for it:
1. “What’s the so-what?”
Translation: How is this analysis useful?
Real meaning: You’re one up on me because you’ve done a ton of complex analysis and I haven’t. Allow me to reassert my authority by challenging you to explain the purpose, and implying that while you are living inside a spreadsheet, I’m actually living in the real world.
Example: “OK, so you’ve found that the client sells more beer in Australia than in New Zealand. But what’s the so-what?”
2. “MECE”
Translation: Mutually Exclusive and Completely Exhaustive.
Real meaning: Tell me you haven’t missed something big in your analysis that is going to bite us in the heiny.
Example: “Have you checked your analysis for MECE-ness?”
3. “Quick wins”
Translation: Easy cost savings we can show the client as soon as possible to justify our fees.
Real meaning: Lay-offs.
Example: “The entire Cleveland operation is a quick win.”
4. “Low-hanging fruit.”
Translation: Really quick wins.
Real meaning: Completely useless client operations and staff that even a child could lay off.
Example: “Boy, that guy Bob in accounts is low-hanging fruit.”
5. “Directionally correct.”
Translation: The analysis is correct in its broad conclusions.
Real meaning: The analysis is incorrect in some of its numbers.
Example: “Let’s not get hung up too much on the details. The analysis is directionally correct.”
6. “The right road, but the wrong direction.”
Translation: The analysis is asking the right questions.
Real meaning: The analysis is wrong, and one of the consultants is going to be fired.
Example: “We found the right road, but we took the wrong direction.”
7. “At least we now have a better idea of the questions.”
Translation: The next stage of analysis is going to add value.
Real meaning: The analysis just finished is so completely wrong that we can’t even claim it is directionally correct, or even that we found the right road.
Example: “OK, so’re going to have to go back and do this again. But at least now we have a better idea of the questions.”
8. “We’ve left that open.”
Translation: We haven’t answered that question yet.
Real meaning: We don’t know. In fact until you asked we hadn’t even thought about it.
Example: “How will this impact the new product launch? We’ve left that open.”
9. “Boiling the ocean.”
Translation: Doing a lot of analysis.
Real meaning: We’re so busy in meetings we really want to economize on the amount of actual analysis have to do.
Example: “You don’t need to look at the cost structure of each of the operations. Don’t boil the ocean.”
10. “Delta”
Translation: Change.
Real meaning: The consultant is so insecure he is afraid of using a simple word like “change.”
Example: “It’s going to be hotter tomorrow than today? What’s the delta?”
11. “On the beach.”
Translation: Between projects. (Has nothing to do with any actual beach)
Real meaning: No other consultant wants me on their project.
Example: “I’ve just spent a couple of weeks on the beach.”
12. “Peeling the onion.”
Translation: Doing deeper and deeper analysis.
Real meaning: We’re still trying to understand the client.
Example: “We’ll get a better idea of that once we peel the onion a bit more.”
13. “Granularity.”
Translation: Details.
Real meaning: The consultant is so insecure he is afraid of the simple word “details.”
Example: “Let’s see if we can get a little more granularity on that.”
14. “Version 2.0.”
Translation: A new version.
Real meaning: The first version didn’t work.
Example: “We want version 2.0 of this.”
15. “IPM.”
Translation: In Production Mode.
Real meaning: It’s not finished yet.
Example: “That latest analysis? Don’t worry, it’s IPM.”
16. On the runway
Translation: Still taking off
Real meaning: Hasn’t gone anywhere; still domestic.
Example: “We haven’t really tested or launched yet but we’re on the runway”
17. “A robust conversation”
Translation: we need to shop this idea around more.
Real meaning: everyone we’ve spoken to so far hates it.
Example: “We need to initiate a robust conversation with our stakeholders and gatekeepers that’s structured to fine tune our approach.”
(c) Disclaimer: this hilariousity not mine, found on the web, immencely liked... ;)
And some more scary cons stuff (Russian version only)
/Accenture/ Работа в консалтинге. Дневник стажера-консалтера. (Disclaimer: all from Google)
День 1.
- Слово business видимо произошло от busyness.
- Почти правила стройки. Кто не курит, тот работает. Попробую заменить на кофе.
День 2.
- Консультант это человек с воображением ребенка и IQ не ниже, чем у Эйзенхауэра.
День 3.
- Пришел в офис первый, хотя опоздал минут на 30.
- Задание, которое я делал часа полтора, аналитик сделал за минут 15. Кажется, с помощью Excel он может захватить весь мир.
- Девятичасовой день меня напрочь убивает, плюс - хоть ночью крепко спится. И это далеко не предел, надо привыкать.
День 4.
- Опаздывать, но приходить первым входит в привычку.
- Всё ещё не привык к графику, свои девять часов нужно реально отработать, а думать приходится на каждом шаге. Мозги закипают.
- Ещё никогда так не ждал выходных, а всего четыре дня прошло.
День 5.
- Понял, что обожаю пятницы. Это праздник с 18 часов. Полезные тренинги в офисе под горячий шоколад проходят на ура!
День 6.
- Впервые консультант обратился ко мне за помощью в каком-то вопросе. (Примеч.: кажется, от безысходности).
- Сегодня учили общаться с коллегами из смежного проекта. Почувствовал себя коллектором долгов, пока смотрел, как требования собирают с них.
День 7.
- Оказалось, что консультанты очень любят конфетки. Принес пачку барбарисок - радовались, как дети.
День 8.
- Впервые был час свободного времени вне обеда, когда можно было не работать головой. Почитал проектный материал.
- Команду все еще удивляет, когда я ухожу в половину восьмого вечера, но потом они вспоминают про мою стажировку.
День 9.
- Сделал свой первый легкий овертайм до десяти вечера. После 19:00 открывается второе дыхание, хотя я бы назвал это смирением.
- Начал использовать оптимальные решения. Они здорово экономят время.
- Есть коллеги, которые работают так каждый день. В ночные смены можно разгружать вагоны, а можно загружать базы данных, каждому своё.
- Теперь мне снятся таблицы и схемы, а во сне я генерю и бормочу рандомные названия для них. В работе даже ночью.
July 21, 2013
Pros:
- Simple language, very accessible and follows a logical flow of topics
- Short. You can read it in a short/mid flight (not that I did:)
- Structured approach for many commonsensical things business professionals naturally do (some may see this as a con)
- Some useful tips here and there (e.g. interviewing tips)
Cons:
- Not much insight as one would expect from the book title.. no mind blowing/eye opening revelations about McKinsey’s inner workings
- Too generalist (though I believe one should not expect secret recipes or detailed problem-solving algorithms from such a book.. I was still very eager for some level of detail or specificity)
- Outdated techniques in some areas (e.g. Research). It could benefit from an updated version for the era of massive internet use
- Certain topics/tips make the book look too shallow at times (e.g. list of items needed in travel!)
Overall, the author offers some useful general tips throughout the book, but I have to say I was disappointed that the book did not provide in-depth explanation of the philosophy, original thought, breakthroughs, or novel methodologies developed at McKinsey (compare this to The Toyota Way and the point gets clearer). Also, despite the author’s repeated attempts to assert the contrary, the book depicts McKinsey as an average/ordinary business organization..with a little more structure.. and a lot more self-proclaimed prestige! So, either McKinsey is actually that way (which is implausible) or, as it may seem, the book falls short to deliver what its title promises.
February 15, 2010
This is the most worthless book ever written. Some of the McKinsey wisdom:
Put charts in you presentations to display data. Really!?
A good assistant is priceless. I was thinking of someday getting an awful one.
Don't become a work-a-holic? hmmmm.....
Every problem has 3 causes and 3 solutions. That would make solving problems easier. If only it were true! That's not how you solve problems, that's how you sell solutions to clients! Consultants suck.
I hope for nobody else to waste their money on this book.
Put charts in you presentations to display data. Really!?
A good assistant is priceless. I was thinking of someday getting an awful one.
Don't become a work-a-holic? hmmmm.....
Every problem has 3 causes and 3 solutions. That would make solving problems easier. If only it were true! That's not how you solve problems, that's how you sell solutions to clients! Consultants suck.
I hope for nobody else to waste their money on this book.
October 12, 2019
I was deterred from reading this book for a good two years because of the polarised reviews it has received. Readers have deemed it to be too generic, not up to date, and inadequate in providing actual insight into the firm’s operations and culture.
After having read the book, I think it’s safe to say that the disappointment of the readers is due to their highly unrealistic expectations. Most look to this book to provide a formula to doing better in their own jobs, reveal never-before-seen critical thinking techniques, unleash their potential and become a professional of McKinsey calbire. As much as I hate to say it, the professionalism, work ethic, and wealth of knowledge that a McKinsey consultant possesses cannot be gained by reading one book. There’s a reason why consultants from MBB firms have stellar academic and professional backgrounds: they’ve doggedly been in pursuit of excellence and personal improvement for the better part of their lives. It’s unrealistic to expect a book to achieve the same in 180 pages, or divulge trade secrets for that matter.
That being said, the book is a must read for the following reasons:
1. It provides a glimpse into how structured the thought process of a McKinsey consultant is:
Structure is the most important ingredient in consulting. It frees the mind to think in a logical manner, allows clarity of thought and clear communication of ideas. This is represented perfectly by how well the book has been organised. With each ‘part’ and chapter starting off with an introduction and executive summary. Each section beginning with an assertion, followed by reasons and facts. The book flows seamlessly, with each topic logically and effortlessly transitioning to the next.
2. Actionable information:
Topics including ‘developing an approach’, ‘interviewing for information’, ‘brainstorming’ and ‘selling the idea’ have actionable recommendations which we can benefit from by putting them into use in our own jobs.
3. Attitude:
The book illustrates the attitude and traits that a McKinsey consultant possesses: one of curiosity, professional skepticism, clarity of thought and hunger for persistent personal growth. These are fundamental to being successful in any career. We must strive to inculcate these in our personalities. However this raises the question, to what extent can these be developed? Are they innate, or a matter of practice and habit? Being a recent believer in the growth mindset, I sincerely hope that it’s the latter of the two.
Perhaps the book is a bit outdated with respect to minor technical details (brainstorming, charts, etc.). However, the purpose of the book was to help the reader understand the attitude, level of professionalism and intelligence that an individual requires to be a Mckinsey consultant, and it achieves that objective perfectly. Hence, I recommend this book to people of all ages, especially to college students or those starting off their careers.
Side note: I’m slightly sceptical of the idea that an initial hypothesis must be constructed in order to arrive at the solution. The author asserts that through fact-finding either this initial hypothesis will hold true or it won’t, in which case you have enough information to arrive at the correct answer. What if the initial hypothesis takes you along a wrong path? Yes, intermittent course correction is carried out as new information comes to light. That’s why Im of the opinion that fact-finding, brainstorming and constructing the initial hypothesis go hand in hand, rather than one after the other.
After having read the book, I think it’s safe to say that the disappointment of the readers is due to their highly unrealistic expectations. Most look to this book to provide a formula to doing better in their own jobs, reveal never-before-seen critical thinking techniques, unleash their potential and become a professional of McKinsey calbire. As much as I hate to say it, the professionalism, work ethic, and wealth of knowledge that a McKinsey consultant possesses cannot be gained by reading one book. There’s a reason why consultants from MBB firms have stellar academic and professional backgrounds: they’ve doggedly been in pursuit of excellence and personal improvement for the better part of their lives. It’s unrealistic to expect a book to achieve the same in 180 pages, or divulge trade secrets for that matter.
That being said, the book is a must read for the following reasons:
1. It provides a glimpse into how structured the thought process of a McKinsey consultant is:
Structure is the most important ingredient in consulting. It frees the mind to think in a logical manner, allows clarity of thought and clear communication of ideas. This is represented perfectly by how well the book has been organised. With each ‘part’ and chapter starting off with an introduction and executive summary. Each section beginning with an assertion, followed by reasons and facts. The book flows seamlessly, with each topic logically and effortlessly transitioning to the next.
2. Actionable information:
Topics including ‘developing an approach’, ‘interviewing for information’, ‘brainstorming’ and ‘selling the idea’ have actionable recommendations which we can benefit from by putting them into use in our own jobs.
3. Attitude:
The book illustrates the attitude and traits that a McKinsey consultant possesses: one of curiosity, professional skepticism, clarity of thought and hunger for persistent personal growth. These are fundamental to being successful in any career. We must strive to inculcate these in our personalities. However this raises the question, to what extent can these be developed? Are they innate, or a matter of practice and habit? Being a recent believer in the growth mindset, I sincerely hope that it’s the latter of the two.
Perhaps the book is a bit outdated with respect to minor technical details (brainstorming, charts, etc.). However, the purpose of the book was to help the reader understand the attitude, level of professionalism and intelligence that an individual requires to be a Mckinsey consultant, and it achieves that objective perfectly. Hence, I recommend this book to people of all ages, especially to college students or those starting off their careers.
Side note: I’m slightly sceptical of the idea that an initial hypothesis must be constructed in order to arrive at the solution. The author asserts that through fact-finding either this initial hypothesis will hold true or it won’t, in which case you have enough information to arrive at the correct answer. What if the initial hypothesis takes you along a wrong path? Yes, intermittent course correction is carried out as new information comes to light. That’s why Im of the opinion that fact-finding, brainstorming and constructing the initial hypothesis go hand in hand, rather than one after the other.
April 16, 2020
This book has been hopelessly ravaged by the passage of time. It does offer insight into a nebulous industry and, although the methods are not revealed, the state of mind is. The sections that are not outdated and rendered completely useless by the use of the internet have some decent bits of information. I understand that a non-disclosure agreement limits what can be published, but I wish the author threw me a bone. I would have appreciated more insight into how they achieve their goals. This is not a book to learn about consultant's methods/tools (read McKinsey's Valuation textbook instead), but how a consultant thinks, uses obfuscating language, drinks coffee, fires people without remorse, and works 100 hours a week. The bastardization of the scientific method was asinine (e.g. "come up with a hypothesis"); this trend unfortunately emanates from consulting firms and trickles down into other companies, where business people try to solve business problems with scientific logic. It doesn't work.
All in all, a decent read.
3/5
Should have had more waterfall charts.
All in all, a decent read.
3/5
Should have had more waterfall charts.
September 26, 2014
This book has:
1. lots of trivial advice (be organized, use charts...)
2. tiny bits of interesting (but not world-shattering) concepts (e.g. MECE) described in a shallow enough detail so that it won't help you all that much
3. McKinsey-ites work long hours*. You'll hear that on every second page.
4. mixture of boring business stories with occasional glances of the borderline sociopathic business power-player archetype.
There are also bits that are clearly incorrect, mostly when he tries to branch out a bit into the scientific method and complexity theory ("branch out" is too generous, he just wants you to know he read (and obviously half-understood) a book).
Business book at it its tripest.
* I'm sure they work 70% more hours than you... they also get ~400% more pay. Who knew that your marginal productivity just booms after 10 hours of work? The wonders of human brain!
1. lots of trivial advice (be organized, use charts...)
2. tiny bits of interesting (but not world-shattering) concepts (e.g. MECE) described in a shallow enough detail so that it won't help you all that much
3. McKinsey-ites work long hours*. You'll hear that on every second page.
4. mixture of boring business stories with occasional glances of the borderline sociopathic business power-player archetype.
There are also bits that are clearly incorrect, mostly when he tries to branch out a bit into the scientific method and complexity theory ("branch out" is too generous, he just wants you to know he read (and obviously half-understood) a book).
Business book at it its tripest.
* I'm sure they work 70% more hours than you... they also get ~400% more pay. Who knew that your marginal productivity just booms after 10 hours of work? The wonders of human brain!
May 24, 2024
A fun read that gives helpful information in an efficient manner! What makes this book great is that it’s “enlivened by witty anecdotes” as said by Paul Zipkin. Niche audience (me) but loved this book.
May 10, 2015
Книги от действующих и бывших партнёров McKinsey подобны огню принесённых Прометеем для людей из Олимпа, и эта не исключение.
McKinsey это одна из колыбелей где рождаются и задаются стандарты ведения и управления бизнес процессов и бизнеса в целом.
Эта книга будет очень полезна не только для людей и компаний, которые работают в консалтинговом бизнесе. Знания, принципы, ценности и методы роботы одной из самых известных консалтинговых компаний можно и обязательно нужно перенести в свой бизнес.
McKinsey это одна из колыбелей где рождаются и задаются стандарты ведения и управления бизнес процессов и бизнеса в целом.
Эта книга будет очень полезна не только для людей и компаний, которые работают в консалтинговом бизнесе. Знания, принципы, ценности и методы роботы одной из самых известных консалтинговых компаний можно и обязательно нужно перенести в свой бизнес.
November 20, 2023
This is Consulting 101 for new and aspiring consultants to read. My first half year in consulting went in understanding the aspects mentioned in the book and the anxiety associated with navingating a firm. While there are definitely no silver bullets, there are indeed some cardinal sins as consultants which any good org drills into it's consultants from day 1.
Mckinsey is definitely one of the most comprehensive and rigorous training ground when it comes to consulting especially on strategy consulting. The best part about the book is that it tries to simplify rather than complicate and not preach with jargons. When you have a need to quickly comprehend an industry or the company as an outsider and come up with solutions you need the structured approach and tools prescribed in this book.
Concepts like MECE, Interviewing, Brainstorming and preparing the audience for steercoms, while may seem common sensical, are sidestepping professional landmines in consulting. The other life lesson on handling work like balance and avoiding burnout are still work in progress and a lot has changed since the book was written.
My two cents to add to what was already covered:
* Covet your personal space (physical and mental) when on projects. It is easy to yield to all consuming work and then feel drained out.
* Life as weekend husband/wife is not for everyone - so enjoy it early in your career or before your major life events.
* Always wear impeccable clothing and groom yourself like you are being judged. Power dressing is called that for a reason
* Always carry a good pen and a notepad of some use even in today's time of smart phones.
* When you spend more time at client location than with your peers it is very easy to lose sense of belonging. Don't forget it's the client>>firm>>you.
Recommend to any consultant.
Mckinsey is definitely one of the most comprehensive and rigorous training ground when it comes to consulting especially on strategy consulting. The best part about the book is that it tries to simplify rather than complicate and not preach with jargons. When you have a need to quickly comprehend an industry or the company as an outsider and come up with solutions you need the structured approach and tools prescribed in this book.
Concepts like MECE, Interviewing, Brainstorming and preparing the audience for steercoms, while may seem common sensical, are sidestepping professional landmines in consulting. The other life lesson on handling work like balance and avoiding burnout are still work in progress and a lot has changed since the book was written.
My two cents to add to what was already covered:
* Covet your personal space (physical and mental) when on projects. It is easy to yield to all consuming work and then feel drained out.
* Life as weekend husband/wife is not for everyone - so enjoy it early in your career or before your major life events.
* Always wear impeccable clothing and groom yourself like you are being judged. Power dressing is called that for a reason
* Always carry a good pen and a notepad of some use even in today's time of smart phones.
* When you spend more time at client location than with your peers it is very easy to lose sense of belonging. Don't forget it's the client>>firm>>you.
Recommend to any consultant.
September 26, 2024
Came here with lots of expectations, but sadly, interesting pieces are lost in plethora of platitudes. The book lacks that one concept that it vehemently advocates for McKinsey - MECE - Mutually Exclusive, Collectively Exhaustive.
Do McKinsey employees have life outside of work? 70-80 hours a week? Seriously?
Do McKinsey employees have life outside of work? 70-80 hours a week? Seriously?
February 19, 2021
Another business book that gives occasional business advice, but mostly platitudes and anecdotes.
I went into this book expecting more than it had to offer. My thought was that McKinsey was the top consulting company and there must be something unique to that competitive advantage. The advantage mostly seems to stem from a little hard work and mostly existing personal connections.
Advisor such as, “Analysis must be fact based”, and, “consider searching the internet for information on a client before beginning an engagement” range from common sense to opinion.
The writing style is good, not distracting from the content. It provides the writing in an accessible manner. The drawback is it comes from an employee. The author was a two year analyst for the company. This results in the feel of someone who has drunk the kool aid while mainly just being star struck at the brand of McKinsey.
There is some good business advice nestled in this ad for McKinsey. But this book being out of time and out of insight ultimately make it just an ok book.
I went into this book expecting more than it had to offer. My thought was that McKinsey was the top consulting company and there must be something unique to that competitive advantage. The advantage mostly seems to stem from a little hard work and mostly existing personal connections.
Advisor such as, “Analysis must be fact based”, and, “consider searching the internet for information on a client before beginning an engagement” range from common sense to opinion.
The writing style is good, not distracting from the content. It provides the writing in an accessible manner. The drawback is it comes from an employee. The author was a two year analyst for the company. This results in the feel of someone who has drunk the kool aid while mainly just being star struck at the brand of McKinsey.
There is some good business advice nestled in this ad for McKinsey. But this book being out of time and out of insight ultimately make it just an ok book.
July 9, 2012
This is the first book I started my digging into consulting industry with - and I think I made the right choice. A very fast and easy reading, I'd say even fascinating. Great for the starters, to give you a general insight into the industry and how it works. Actually, I guess anyone in business management/corporate world would find something useful to get out of it. Some really helpful advise and tips.
It helped me understand what I really want to do, and where to start. That being said, I'll probably get back to it, to review the highlights, before my first interview at one of the Top Consulting companies (secretly hope it's going to be McKinsey) :)
It helped me understand what I really want to do, and where to start. That being said, I'll probably get back to it, to review the highlights, before my first interview at one of the Top Consulting companies (secretly hope it's going to be McKinsey) :)
January 11, 2021
I'm not sure this book worth money, few knowledge compared with the price. Anyway if you think it this way, in order for him to get in there and cristalyze the McKinsey-ites knowledge, it might worth it after all...
July 24, 2025
This book gives an insight into McKinsey’s approach to consulting. It glorifies a rigid framework and a top-down approach that puts data first and… many other very logical things that no one can argue with. It briefly touches on counterpoints but lacks depth. And while it is an instructive read, it feels overly simplistic and unseasoned with the messy reality of the business world.
October 1, 2017
Loved the book. Wonderful insights on the management skills needed for consultants, the do's and dont's. Definitely a must read for a beginner consultant.
June 22, 2018
Easy to read, but a lot of gimmick that praises McKinsey or author achievements too much. Some points are good and can be applied in general. Some others are specific to politics in workplace.
Key takeways:
- Make data-driven decision.
- Things at McKinsey come in threes. Three items in list, three hypothesis, three actionable items, etc.
- Structure everything: facts, framework of thinking.
- Think about the big picture: take a step back, figure out what to achieve, look at what we're doing, and ask 'Does this really matter?'.
- Documentation is helpful for future similar problems.
- Be practical. Only attempt feasible solutions.
- Make use of 80/20 rules. Don't boil the ocean: don't try to analyze everything. Focus on 20% effort that yields 80% result.
- Get your job done, don't try to do the work of the whole team. You will raise unrealistic expectations and it is hard to regain credibility once you fail to meet them.
- Tips on interviewing people: silence is powerful; response with filler like "yes,", "I see,", "uh-huh" to show that you're paying attention; talk just enough to keep the interview on track; paraphrase to confirm; prepare three things you most want to know by the end of the interview.
- On brainstorming: there are no bad ideas; no dumb questions; be prepared to kill your ideas; take notes.
- On making presentation: be structured; resist the temptation to tweak your presentation up to the last minute; keep it simple.
- On growing: find your own mentor, it makes difference.
McKinsey stuff:
- Many people work at McKinsey (McKinsey-ites) really value the smartness of the coworkers.
- McKinsey value meritocracy and welcome opposing point of view.
- Many McKinsey-ites work for crazy hours, some even don't have life.
- The client can mess up. Politics, rivalry, not willing to cooperate, feeling threatened by restructuring.
- Travel sometimes can feel tiring. Try to look it as an adventure.
- McKinsey hires the best, by their definition, it's having good grades from reputable universities.
Key takeways:
- Make data-driven decision.
- Things at McKinsey come in threes. Three items in list, three hypothesis, three actionable items, etc.
- Structure everything: facts, framework of thinking.
- Think about the big picture: take a step back, figure out what to achieve, look at what we're doing, and ask 'Does this really matter?'.
- Documentation is helpful for future similar problems.
- Be practical. Only attempt feasible solutions.
- Make use of 80/20 rules. Don't boil the ocean: don't try to analyze everything. Focus on 20% effort that yields 80% result.
- Get your job done, don't try to do the work of the whole team. You will raise unrealistic expectations and it is hard to regain credibility once you fail to meet them.
- Tips on interviewing people: silence is powerful; response with filler like "yes,", "I see,", "uh-huh" to show that you're paying attention; talk just enough to keep the interview on track; paraphrase to confirm; prepare three things you most want to know by the end of the interview.
- On brainstorming: there are no bad ideas; no dumb questions; be prepared to kill your ideas; take notes.
- On making presentation: be structured; resist the temptation to tweak your presentation up to the last minute; keep it simple.
- On growing: find your own mentor, it makes difference.
McKinsey stuff:
- Many people work at McKinsey (McKinsey-ites) really value the smartness of the coworkers.
- McKinsey value meritocracy and welcome opposing point of view.
- Many McKinsey-ites work for crazy hours, some even don't have life.
- The client can mess up. Politics, rivalry, not willing to cooperate, feeling threatened by restructuring.
- Travel sometimes can feel tiring. Try to look it as an adventure.
- McKinsey hires the best, by their definition, it's having good grades from reputable universities.
December 22, 2019
Mình thích The McKinsey Way (Phương Pháp Mckinsey) vì 2 lý do sau:
#2: Cuốn sách chỉ ra quá trời các vấn đề mà bấy lâu nay mình mắc phải kèm theo cách giải quyết
#1: Cuốn sách chỉ ra những vấn đề mà bấy lâu nay mình thậm chí không biết đó là vấn đề :)) (Và mình chắc chắn là nhiều ng trong các bạn cũng thấy thế)
-------------
Mình biết cuốn này là do 1 anh bạn giới thiệu. Lúc mình hỏi, "Theo anh đâu là kỹ năng quan trọng nhất, cần thiết nhất khi đi làm".
Anh ấy bảo "Kỹ năng giải quyết vấn đề" và bonus thêm "em phải đọc The McKinsey Way và mấy martrix/strategy của BCG"
Mình nhớ để đó thôi! Sau 1 năm đi làm full-time, mình mới thấm thía lời khuyên đó và lôi sách này ra đọc! Cuốn sách đề cập tới các vấn đề về tư duy, động não, phỏng vấn, trình bày ý tưởng, giữ nhiệt cho đội nhóm, cách làm 1 quản lý giỏi, cách trở thành 1 nhân viên thực thi thông minh, blah blah.
Chúng mình sẽ lần lượt đi từ điều mình nhớ nhất đến điều mình quên nhanh nhất nha :))
THỨ 1: MECE - Mutually exclusive & Collectively exhaustive
(Đại loại: Không trùng lặp, Không bỏ sót - cơ cấu tư duy rõ ràng giúp bạn tránh nhầm lẫn và chồng chéo)
Khi đưa ra 1 danh sách các vấn dề cần phải giải quyết, hãy cố gắng đưa ra những ý kiến xuất sắc nhất (lớn hơn 2, nhỏ hơn 5 ý kiến) và chúng phải bảo quát tường tận, thấu đáo vấn đề và tuyệt đối không được trùng lặp hay là tập con của nhau.
THỨ 2: PHƯƠNG PHÁP TƯ DUY GIẢI QUYẾT VẤN ĐỀ
3 tiêu chí bạn cần tuân thủ khi giải quyế vấn đề:
- Bằng chứng/số liệu thực tế
- Kết cấu chặt chẽ
- Dựa trên khung lý thuyết
(1) Dựa trên thực tế (số liệu, bằng chứng thực tế)
Bằng chứng/số liệu thực tế giúp hạn chế những phản xạ theo bản năng. Không chỉ ở McKinsey, ngay ở phòng MKT của bọn mình thôi, cũng vất vả đi tìm số liệu/dẫn chứng để đưa ra quyết định và chúng mình phải tìm/học/đọc rất nhiều về cách đọc data và đưa ra kết luận, sau đó là hành động (next action) dựa trên những kết luận đó. Tầm này mà còn làm mkt theo kiểu ngồi bốc thuốc thì căng đó :))
Thứ hai, bằng chứng thực tế sẽ giúp tạo dựng niềm tin. Trong sách này, tác giả nói các khách hàng dạng Forune 500 sẽ không tin/rất khó tin các giải pháp đề xuất bởi 1 ng trong độ tuổi 27 (dù họ có bằng MBA, và tốt nghiệp hạng A của mấy trường top đầu). Sếp t cũng bảo "Điểm yếu lớn nhất của mình là còn trẻ. Nhiều khi trẻ quá sẽ không được tin tưởng"
Đó cũng là lý do vì sao khi trình bày, số liệu bạn luôn cần ghi nguồn. Và muốn tin 1 bảng số liệu, bạn phải biết rõ cách họ thu thập như nào, hay chỉ là copy, paste, edit rồi từ đó vẽ chart (ơ, lan man rồi)
(2) Kết cấu chặt chẽ:
Chính là MECE t mới viết bên trên
(3) Dựa trên giả thuyết
Thực hiện vòng lặp:
B1: Đưa ra giả thuyết
B2: Kiểm tra giả thuyết: Tìm dữ liệu/bằng chứng để phản bác/đồng ý với giả thuyết đó
B3: Nếu giải thuyết sai, quay lại B1
Để tránh 1 vòng lặp vô tận gây waste time, waste money, waste effort, thì việc quan trọng nhất là tìm và đưa ra giả thuyết mẫu mực nhất. Cách đưa ra giả thuyết mẫu mực đó chính là kết hợp thực tế (tiêu chí 1) cùng phương pháp tư duy chặt chẽ (tiêu chí 2)
- 1 phần là tư duy theo phương pháp Mece t mới kể bên trên
- Khi vẽ biểu đồ (chương cuối): keep everything simple với nguyên tắc "mỗi biểu đồ chỉ 1 thông điệp duy nhất"
- Cách báo cáo: ndung báo cáo/cập nhật công việc cần đáp ứng 3 tiêu chí "đầy đủ - có thứ tự ..."
#2: Cuốn sách chỉ ra quá trời các vấn đề mà bấy lâu nay mình mắc phải kèm theo cách giải quyết
#1: Cuốn sách chỉ ra những vấn đề mà bấy lâu nay mình thậm chí không biết đó là vấn đề :)) (Và mình chắc chắn là nhiều ng trong các bạn cũng thấy thế)
-------------
Mình biết cuốn này là do 1 anh bạn giới thiệu. Lúc mình hỏi, "Theo anh đâu là kỹ năng quan trọng nhất, cần thiết nhất khi đi làm".
Anh ấy bảo "Kỹ năng giải quyết vấn đề" và bonus thêm "em phải đọc The McKinsey Way và mấy martrix/strategy của BCG"
Mình nhớ để đó thôi! Sau 1 năm đi làm full-time, mình mới thấm thía lời khuyên đó và lôi sách này ra đọc! Cuốn sách đề cập tới các vấn đề về tư duy, động não, phỏng vấn, trình bày ý tưởng, giữ nhiệt cho đội nhóm, cách làm 1 quản lý giỏi, cách trở thành 1 nhân viên thực thi thông minh, blah blah.
Chúng mình sẽ lần lượt đi từ điều mình nhớ nhất đến điều mình quên nhanh nhất nha :))
THỨ 1: MECE - Mutually exclusive & Collectively exhaustive
(Đại loại: Không trùng lặp, Không bỏ sót - cơ cấu tư duy rõ ràng giúp bạn tránh nhầm lẫn và chồng chéo)
Khi đưa ra 1 danh sách các vấn dề cần phải giải quyết, hãy cố gắng đưa ra những ý kiến xuất sắc nhất (lớn hơn 2, nhỏ hơn 5 ý kiến) và chúng phải bảo quát tường tận, thấu đáo vấn đề và tuyệt đối không được trùng lặp hay là tập con của nhau.
THỨ 2: PHƯƠNG PHÁP TƯ DUY GIẢI QUYẾT VẤN ĐỀ
3 tiêu chí bạn cần tuân thủ khi giải quyế vấn đề:
- Bằng chứng/số liệu thực tế
- Kết cấu chặt chẽ
- Dựa trên khung lý thuyết
(1) Dựa trên thực tế (số liệu, bằng chứng thực tế)
Bằng chứng/số liệu thực tế giúp hạn chế những phản xạ theo bản năng. Không chỉ ở McKinsey, ngay ở phòng MKT của bọn mình thôi, cũng vất vả đi tìm số liệu/dẫn chứng để đưa ra quyết định và chúng mình phải tìm/học/đọc rất nhiều về cách đọc data và đưa ra kết luận, sau đó là hành động (next action) dựa trên những kết luận đó. Tầm này mà còn làm mkt theo kiểu ngồi bốc thuốc thì căng đó :))
Thứ hai, bằng chứng thực tế sẽ giúp tạo dựng niềm tin. Trong sách này, tác giả nói các khách hàng dạng Forune 500 sẽ không tin/rất khó tin các giải pháp đề xuất bởi 1 ng trong độ tuổi 27 (dù họ có bằng MBA, và tốt nghiệp hạng A của mấy trường top đầu). Sếp t cũng bảo "Điểm yếu lớn nhất của mình là còn trẻ. Nhiều khi trẻ quá sẽ không được tin tưởng"
Đó cũng là lý do vì sao khi trình bày, số liệu bạn luôn cần ghi nguồn. Và muốn tin 1 bảng số liệu, bạn phải biết rõ cách họ thu thập như nào, hay chỉ là copy, paste, edit rồi từ đó vẽ chart (ơ, lan man rồi)
(2) Kết cấu chặt chẽ:
Chính là MECE t mới viết bên trên
(3) Dựa trên giả thuyết
Thực hiện vòng lặp:
B1: Đưa ra giả thuyết
B2: Kiểm tra giả thuyết: Tìm dữ liệu/bằng chứng để phản bác/đồng ý với giả thuyết đó
B3: Nếu giải thuyết sai, quay lại B1
Để tránh 1 vòng lặp vô tận gây waste time, waste money, waste effort, thì việc quan trọng nhất là tìm và đưa ra giả thuyết mẫu mực nhất. Cách đưa ra giả thuyết mẫu mực đó chính là kết hợp thực tế (tiêu chí 1) cùng phương pháp tư duy chặt chẽ (tiêu chí 2)
- 1 phần là tư duy theo phương pháp Mece t mới kể bên trên
- Khi vẽ biểu đồ (chương cuối): keep everything simple với nguyên tắc "mỗi biểu đồ chỉ 1 thông điệp duy nhất"
- Cách báo cáo: ndung báo cáo/cập nhật công việc cần đáp ứng 3 tiêu chí "đầy đủ - có thứ tự ..."
August 6, 2019
In last months I read a couple of books somehow connected with consulting (it includes pure consultants and VC funds founders as well). Mostly to gain business insights and check how people smarter than I think about solving problems. "The McKinsey Way" doesn't give a lot of business insights (examples are very general) rather focuses on how many aspects of consulting may be structured. The author covers many topics but no so deeply. I am aware he couldn't write everything that he knew but you won't learn from that book about business. I would even say that most of the mentioned tips at Casbeg were "discovered" in the first months of the company's existence.
If you think about doing consulting projects or already do them - it is worth to read that book. If you don't plan do any advisory projects - probably you will be disappointed.
I have to admit that a book is easy to read and many business authors should treat it as an example.
If you think about doing consulting projects or already do them - it is worth to read that book. If you don't plan do any advisory projects - probably you will be disappointed.
I have to admit that a book is easy to read and many business authors should treat it as an example.
March 30, 2019
This book is a must read for anyone working in government, private sector, corporate America, or just small business. It gives high level insight on solving some of the most complex problems businesses face. McKinsey is regarded as the most prestigious consulting firm on planet earth. This book will give the reader great ideas on presentations, interviewing, brainstorming, and planning. I give it 5 stars due to the level of detail that is provided and how easy it is to implement on your own life!
February 2, 2023
Once you look past the weirdly self-assured, cultish descriptions of the workplace, this book has a lot of very useful tidbits about navigating workplace politics, and how to research, structure and deliver ideas to people in high places. I think universities should give this to undergrads to read, it's alot more useful than much of the other tripe out there for young professionals (looking at you Alex Malley).
September 7, 2022
It gives me a glimpse of what does it look like in McKinsey and consulting world. The narration is easy to follow and full of framework and recommendations especially ones relating to solving business problems. I also especially like the part about how to conduct good interview. At the end, it is totally up to readers who need to practice such skills.
January 13, 2023
A fine read. I think this would be a great introductory-type business book for a high school student who wants to learn a bit about consulting. In my opinion, there aren't going to be many groundbreaking insights if you're an experienced professional or business student.
Fave part of the book was the last section talking about takeaway from former McKinsey employees.
Fave part of the book was the last section talking about takeaway from former McKinsey employees.
December 13, 2020
Great book if you’re into consulting, or want to know more about consulting. The author, Rasiel, describes perfectly how McKinsey thinks, what they do (from a day-to-day- basis) and explains why McKinsey is such a magnet for passionate people.
October 24, 2025
This is an easy read, offering a collection of tools, techniques, and personality traits that can be useful in a professional setting. While many of the concepts may already be familiar, seeing them clearly laid out in one place was helpful. It’s not a must-read, but it does provide a clear glimpse into McKinsey’s culture and how its consultants approach problem-solving and client interaction.
April 17, 2017
Very well written, filled with interesting anecdotes and practical examples. A must-read for anyone who wishes to know more about the consulting industry
November 29, 2017
One of the most important and useful books. Easy to follow.
May 8, 2018
Interesting enough but not super insightful. I gleaned a couple of points about how to structure thinking in a business setting, but overall it was mainly common sense. It's a quick read though so it was worth it just for the couple of takeaways.
April 16, 2020
Great book to have a peak into how a career at McKinsey is like.
The book also showed very smart ways of tackling a problem - "The McKinsey Way"
Some methods were very eye-opening to me.
The book also showed very smart ways of tackling a problem - "The McKinsey Way"
Some methods were very eye-opening to me.
May 2, 2021
Read for work. Some useful takeaways but a lot of filler.
January 27, 2021
Lectura rápida y entretenida. Interesantes perspectivas alrededor del mundo de la consultoría, y un obligado para quien quiera conocer más de la industria.
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