麦肯锡内部员工培训细则
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麦肯锡新员工培训手册
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Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
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 on 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 fseeks 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? SECTION 4 Where can an associate find out more?
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
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 on 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 fseeks 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? SECTION 4 Where can an associate find out more?
麦肯锡新员工培训手册
Today
ORGANIZATIONAL WORK GROWING IN IMPORTANCE
McKinsey’s engagement mix Percent of time Evolving marketplace Quickening pace of strategic adaptation Durable competitive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquiring in-house strategic capability Making change happen remains the “neglected art”
McKinsey’s 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 reinforce 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 relationship. 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.
麦肯锡新员工培训手册(中文版)
这10个HPO共有6个管理属性，每个属性都侧重于性能。 通过将您的客户组织与这些 HPO进行比较，您可以确定改进您的客户组织的机会。
• “高绩效公司”属性
在领导的推动下
需要什么改变？
绩效上的差 组织挑战 距.
客户应该如何进行更改？
倡议
强化元素
建立在不懈的追求 前事实的策略/视觉
被一个异常激烈的，
性能驱动的环境所 吸引
分层，命令和 控制导向，“有 资格”的组织
活动驱动、“参 与和授权”的组 织
低 指挥和控制 参与和赋权
管理办法
大多数大公司从矩阵的左下角开始（低性能和命令和控制管理方法）。 我们发现，成 功过渡到右上角的HPO首先获得了高性能，然后进行了实验并采用了赋权。 授权而不 首先在公司建立真正的绩效伦理往往会导致持续的低绩效。
45
不断发展的球员
• 许多企业获得内部战略能
77
力
• 实现变革仍然是“被忽视
的艺术”
帮助实现变
55
革
23
资料来源：对该公司23个小额供资和微型 企业的调查
十年前
今天
增加对组织问
题和变革管理 的帮助需求
我们的竞争对手没有错过我们客户最近的发展。 我们的每一个竞争对手最近都在他们 的投资组合中引入了一个品牌组织元素。 他们的组织专业知识在他们的营销活动中占 有突出地位。
在本文档的末尾，您可以找到一个描述核心文档和手册的选择的部分，这些文档和手 册可以为您提供这里描述的一些框架的进一步细节。 所有这些文件现在都在PDNet上； 这些文件的硬拷贝可向PDNetExpress索取，后者将在24小时内交付
本文件的内容已通过“切换轨道”-OP的第一年模块录像带，以简洁和直观的方式使用实 际客户-斯堪的纳维亚铁路公司-为当地培训课程改编。 它是40分钟长，应该呈现在3个 短段。 在这些部分之间，教员进行所附的练习，添加他/她认为澄清概念所需的任何评 论，并就选定的主题提供个人经验。 一份录像带和主持人指南与练习可以要求公司
• “高绩效公司”属性
在领导的推动下
需要什么改变？
绩效上的差 组织挑战 距.
客户应该如何进行更改？
倡议
强化元素
建立在不懈的追求 前事实的策略/视觉
被一个异常激烈的，
性能驱动的环境所 吸引
分层，命令和 控制导向，“有 资格”的组织
活动驱动、“参 与和授权”的组 织
低 指挥和控制 参与和赋权
管理办法
大多数大公司从矩阵的左下角开始（低性能和命令和控制管理方法）。 我们发现，成 功过渡到右上角的HPO首先获得了高性能，然后进行了实验并采用了赋权。 授权而不 首先在公司建立真正的绩效伦理往往会导致持续的低绩效。
45
不断发展的球员
• 许多企业获得内部战略能
77
力
• 实现变革仍然是“被忽视
的艺术”
帮助实现变
55
革
23
资料来源：对该公司23个小额供资和微型 企业的调查
十年前
今天
增加对组织问
题和变革管理 的帮助需求
我们的竞争对手没有错过我们客户最近的发展。 我们的每一个竞争对手最近都在他们 的投资组合中引入了一个品牌组织元素。 他们的组织专业知识在他们的营销活动中占 有突出地位。
在本文档的末尾，您可以找到一个描述核心文档和手册的选择的部分，这些文档和手 册可以为您提供这里描述的一些框架的进一步细节。 所有这些文件现在都在PDNet上； 这些文件的硬拷贝可向PDNetExpress索取，后者将在24小时内交付
本文件的内容已通过“切换轨道”-OP的第一年模块录像带，以简洁和直观的方式使用实 际客户-斯堪的纳维亚铁路公司-为当地培训课程改编。 它是40分钟长，应该呈现在3个 短段。 在这些部分之间，教员进行所附的练习，添加他/她认为澄清概念所需的任何评 论，并就选定的主题提供个人经验。 一份录像带和主持人指南与练习可以要求公司
麦肯锡公司内部管理制度
一、合伙人制度麦肯锡公司采用合伙人制度，所有权和管理权完全掌握在近600位在位的高级董事（资深合伙人）和董事（合伙人）手里。
这种制度保证了公司的独立性和客观性，使其只对客户和公司自身负责。
所有董事在加入公司时都曾担任过咨询人员，他们作为工作人员分布在不同的国家和地区。
二、严格的人才选拔和培养机制麦肯锡公司对人才的选拔和培养非常严格。
几乎所有的高级董事和董事都是通过了6～7年的严格培训和锻炼后，从咨询人员中精心挑选出来的。
成为董事的机率大约是每5到6个咨询人员有一个有可能会晋升为董事。
这种选拔机制保证了公司拥有一支高素质的团队。
三、不进则退的人事原则麦肯锡公司严格奉行不进则退的人事原则。
凡未能达到公司晋升标准的人员，公司会妥善劝其退出公司。
这种制度保证了公司内部的竞争力和团队的整体水平。
四、全球化的管理风格麦肯锡公司在全球范围内开展业务，拥有7000多名咨询顾问。
公司采用“公司一体”的合作伙伴关系制度，在全球44个国家有80多个分公司。
这种全球化管理风格使得麦肯锡公司能够为客户提供全球范围内的专业咨询服务。
五、严格的项目管理流程麦肯锡公司对项目管理流程有着严格的要求。
在承接任何项目之前，公司会尽可能确保该项目确实可对客户提供获得重大利益的机会，且没有实质性的实施障碍。
在咨询过程中，公司尽力和客户组织的成员密切合作，确保项目进度与预期目标一致。
六、注重客户利益麦肯锡公司始终将客户利益放在首位。
公司内部有极为严格的管理措施，确保咨询人员恪守公司政策，遵守工作程序，确保所有客户的利益。
在项目终期提出建议方案时，公司会与客户沟通和讨论，避免出现令客户意外的内容。
七、持续变革与创新麦肯锡公司注重持续变革与创新。
公司鼓励员工关注行业动态，研究新技术、新方法，为客户提供最具前瞻性的咨询服务。
这种创新精神使得麦肯锡公司始终保持行业领先地位。
总之，麦肯锡公司内部管理制度具有以下特点：合伙人制度、严格的人才选拔和培养机制、不进则退的人事原则、全球化管理风格、严格的项目管理流程、注重客户利益和持续变革与创新。
麦肯锡新员工培训手册
•The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm
•
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? •SECTION 4 Where can an associate find out more?
•
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? •SECTION 4 Where can an associate find out more?
麦肯锡员工培训具体方案
各部门
人事部
5 - 10
个人培训需求表为员工个人表达培训的要求提供了工具。
个人培训需求表
姓名： 性别： 年龄： 学历： 司龄：
填表日期：
所属部门：
职务：
级别：
培训目的
培训内容
时间
培训方式
备注
5 - 11
各部门将培训需求表添妥后送交人事部，供人事部制订出公司的培训计划。
部门培训需求表
部门名称： 填表日期： 部门经理签名：
业余时间自我安排 学习（学历进修）
员工自身
客座 深造
国外同业 公司培训
总经理室
各级领导
开发 下属
命令式 指导式 帮助式 授权式
5-6
培训内容：
1、态度培训：建立起公司与员工相互信任， 培养员工对公司的忠诚度， 培养员工应具备的精神准 备和心态。
态度培训
2、技能培训：使员工掌握完成本职工作所 必备的技能。 3、知识培训：通过培训使员工基本具备完 成本职工作所必须具备的 知识。
培训内容
时间
培训方式
拟参加人员名单
备注
5 - 12
公司的年度培训计划应由人事部经与各部门充分沟通后负责制订。该计划在得到总经理室 批 准 后 方 可 实 施。
人事部制订年度培训计划 计划制订之前
1）分析公司的人员发展计划 2）分析考核材料 3）分析培训档案 4）与总经理室及各部门充分沟 通
培训计划的内容
激发潜能
知识培训
技能培训
5-7
在设计公司的培训体系时，一定要考虑到成年人的学习特点，遵循成年人的学习原理。
在各种培训中应长期坚持的几个基本原则：
• • • •
要预先制定培训后期望达到的目 标 对培训的组织者、授课人、参加 培训者都要有及时的考核和评估 参加培训者要能从培训中有收获、 有满足感 培训的方式要多样化
麦肯锡内部培训手册
中心
知识-建立初创
（如，完全发展的专有技术组）
• 营销科学/市场研究
• CRM
• 渠道管理
• 消费者定价
• 销售管理 • 定价 • 商业对商业营销
• 消费者忠诚度和 服务
• 数字化营销
FCG-赞助及整合项目
• 起死回生 • 品牌 • 营销组织 • Yankelovich 项目优势 - 美国消费者项目 • 怎样成为伟大的营销公司
8
营销业务
• 营销是公司客户服务项目的主要业务之一。在1997年的第一季度里，营销研究占 公司业务的20%，成长5%。
9
营销研究项目的广泛性反映了我们客户面临多样化的营销挑战
分类的营销研究
以营销关键词分类的业务组成
1997.1月--3月 资料来源:FPIS
广告/促销
总体营销
0
消费者服务/满意
63 定价 8
产品/市场战略
34
销售 15
16
18
渠道管理
产品/市场分析
10
营销核心框架
11
介绍
• 营销的目标是通过产品和服务，提供给消费者高价值。 • 为达到这一点，一个公司须为一个用户群选择、提供、交流有特色的价值。 • 价值传递系统充当一个构架，帮助市场者设计所有商业元素，提供给顾客出众的
3
市场营销综述
• 市场营销的使命是帮助客户建立促使盈利增长的营销效率。为实现这一点，本文 件提供帮助客户建立、传递和沟通一流的价值方案的思考。
• 几个目标： – 定义营销目标 – 发展产品/市场、品牌树立战略 – 加强关键营销流程 – 加强营销组织能力
• 在如下几方面运用艺术的营销思考： – Branding – Business-to-Business Marketing – CRM（Continuous Relationship Marketing） – Marketing Organization – Marketing Science – Pricing – Sales Force and Channel Management
麦肯锡新员工培训手册
At the end of this document, you can find a section d escribing a selection of the core documents and han dbooks that can give you further details on some of t he frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be r equested from PDNet Express, which will deliver in 24 hours
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical e lements: choose the best strategy, develop world-cla ss operations, align the organization.
This document focuses on one vertex of this triangula r relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing
However, a recent survey of engagements in which cl ients failed to implement proposed strategies found, i n three cases out of four, that the client organization was not change-ready or even capable of implementi ng the strategy we proposed.
McKinsey’s mission is to have lasting and substantial impact on our clients.
To succeed, we need to work all three of the critical e lements: choose the best strategy, develop world-cla ss operations, align the organization.
This document focuses on one vertex of this triangula r relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing
However, a recent survey of engagements in which cl ients failed to implement proposed strategies found, i n three cases out of four, that the client organization was not change-ready or even capable of implementi ng the strategy we proposed.
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At the end of this document, 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 hours
This document focuses on one vertex of this triangular relationship. 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.
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm
McKinsey’s 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 reinforce 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.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
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 on 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 area
This document seeksION 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? SECTION 4 Where can an associate find out more?
This document focuses on one vertex of this triangular relationship. 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.
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm
McKinsey’s 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 reinforce 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.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
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 on 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 area
This document seeksION 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? SECTION 4 Where can an associate find out more?