Analysis and Interpretation of McKinsey Thinking and McKinsey Method

"A thousand people have a thousand Hamlets in their eyes.

The concept is the same, but the understanding and expression are different. Compare the same chapter, taste your own understanding and deepen your self-analysis reading.

The contents of McKinsey Thinking and McKinsey Method are almost the same, both of which introduce the thinking and solutions of McKinsey, a world-renowned consulting company.

About the author

Lowitz. Partner of McKinsey.

Eisen Lars? An alumnus of McKinsey who has worked for three years.

catalogue

McKinsey believes that:

"Do the right thing" and "Do the right thing"

The premise of "correctness"

effective implementation

Correct "correct assessment"

See further.

"Yes" is always changing.

The "28 Rule" to Improve Work Efficiency

Important minority and unimportant majority

The secret of doing things is first of all the arrangement of order.

Before you do anything, you should carefully prioritize things.

"Four Quadrant Rule" of Time Management

The content on the front page should be very important.

Let the facts speak for themselves.

Based on facts

Don't fall into the subjective trap.

Use key drivers to find the core of the problem.

Determine key driving points

Achieve goals efficiently

Key driving points in daily life

MECE analysis method without overlap and omission

Independent of each other, completely exhausted

Make your list

Using "logical tree analysis" to present rigorous reasoning

From "trunk" to "branch"

Conquer complex problems with logical thinking

Step by step, pick the picked fruit first.

Start with the simplest object.

Do more simple things in the shortest time.

Break the whole into parts, step by step

Carefully select the picked fruit.

Occam's razor

Do one thing at a time.

Play first base

Improve permeability

Filtering data to deal with information interference

Prepare a big wastebasket.

Bridan's choice

Digital jamming

War in the mind

Set up interference-free zone

Look at the flowers in the fog and take a step back to see the overall situation.

Start from the selected direction

Pay attention to the "overall situation"

Innovation should be pragmatic.

Know yourself.

"Brainstorming" to Stimulate Thinking with Contradictions

Brainstorming of McKinsey team

The principle of brainstorming

Brainstorming exercise

Improve the problems that are easy to occur in brainstorming.

Several problems that must be emphasized

Manage your work with charts every day.

Make a simple table.

The significance of work log

Make daily summary a habit.

How to record the work log

Continue the meaning of the chart

"30-second elevator rule" for fast communication

Express your intention quickly and clearly.

"Knowledge, Feeling and Action"

Access rules to achieve goals in a limited time.

Overview of McKinsey's visit

Draw up an outline of the visit in advance

Seven secrets wish you a successful visit.

The meaning of listening and guiding

Don't make the interviewee feel uneasy.

Visiting will also encounter difficulties.

Intense negotiations and operations

Thank you after the visit.

Cooperate with customers

Let customers stand with you.

Dealing with "debt collectors" among customers

Don't let customers stay out of it

Strive for support from all sides.

Ensure strict implementation

It is impossible for one person to cook the whole ocean.

Necessary team spirit

Organize the team correctly

Ice-breaking game

Maintain the high morale of the team.

The internal management of the team should be smooth

Do a good job of confidentiality for the collective.

Ask the guide to take you out of the jungle.

Not reinventing the wheel

Follow the guide out of the thorns

Find your mentor.

Learning, the ubiquitous mentor.

From "seed" to "fruit" of talent training

stress interview

Mckinsey's employee training system

Method is more important than knowledge.

"If you don't advance, you will retreat"

Managing trivia with out-of-office list

Make a list of going out.

Don't ignore the details

Mckinsey method:

Mckinsey's way of thinking

Establish a solution

Explore ways to analyze problems.

"the 28 th rule" and others

Mckinsey's solution to the problem

Expand users

level-to-level administration

conduct a study

conduct an interview

brainstorming

Mckinsey's approach to introducing solutions

Presentation report

Illustrate the problem with a chart.

Manage the internal communication of the company

Cooperate with customers

Mckinsey's lifestyle

Find your own mentor

Business trip-enjoy it

Three treasures that must be brought on business trip.

A good assistant is your lifeline.

Mckinsey recruitment

How to have a private life outside of stressful work?

Advice from McKinsey alumni

The most precious lesson

Memories of McKinsey

From the title of the catalogue, we can know that the McKinsey method is more contextual, just as if you are a new employee and it is your designated tutor. Show you the first project and get familiar with the whole workflow of McKinsey:

Find the problem and think about it.

Solve the problem.

Recommend solutions to customers and * * * participate in their implementation.

The fourth and fifth parts introduce how to face the pressure and give some comments to some alumni.

On the other hand, the chapters in McKinsey's thinking are fragmented and mainly divergent: the "28 rule" is almost copied from others.

However, personally, I think the divergence in front is quite good, which is a supplement to the article.

Let's get down to business.

The first part: McKinsey's thinking method.

"Why did you do that? Is this the best way? " Basically, be skeptical about everything.

Focus: "Based on facts, systematization; Bold assumption and careful verification ".

Chapter 1: Building a Solution

When discussing customer problems for the first time, the solution should be:

Based on facts

systematic

Make bold assumptions and carefully verify them.

Based on facts

We must not adapt the facts to our solution, but should start to adjust our plan on the basis of the facts, make sure that our plan comes from the facts, and then return to the facts. Never put them into your own box, just like you want to put a box into a round mouth.

Free use of MECE principle

When solving business problems, we should form our own opinions, and the idea of solving problems must be kept intact while avoiding confusion and overlap.

MECE(me-see) means to be independent of each other and completely exhausted. This is a necessary principle in McKinsey's problem-solving process.

The application of MECE principle starts from the first layer of the solution-decompose the problem (decompose a large and complex problem into small and easy-to-solve subproblems) and list the problems (a perfect list contains 2-5 first-level projects, of course, 3 are the most ideal).

When applying MECE law, we should also pay attention to the following points:

We should consider this problem from all angles;

Collect factual evidence as much as possible;

Analyze problems with charts;

Directly solve the problem-initial assumption

Define initial assumptions

The essence of the initial hypothesis is to "form a solution to the problem before the work officially begins" (note: the hypothesis itself is not the answer).

Generate initial hypothesis

The original hypothesis comes from facts and the logical framework for solving problems through facts.

Construct initial hypothesis

First of all, we should split the problem and find the key drivers.

Put forward feasible suggestions for each key driver.

Break down these suggestions into various problems at all levels. If the advice given is correct, what problems will it cause? Think about the answer to the question. For each question, what kind of analysis is needed to prove the correctness of the hypothesis?

Test the original hypothesis

The ideal of cooperation and collective wisdom.

We need to verify whether changing the original assumption is the best assumption you can design. Have you considered all the problems? Have all the key drivers of the problem been considered? Are all your questions feasible and verifiable?

Chapter two: the method of exploring and analyzing problems.

Don't be confused by changing the image.

What you see on the surface is not necessarily true, and doctors will not see a doctor only through the patient's dictation.

Make use of predecessors' experience and don't do repetitive work (I)

When you encounter a problem, if it is similar to the previous one, then you don't need to start from scratch, use wisdom and apply the previous experience to the new problem through analogical thinking.

Regarding specific practices, the following three suggestions are put forward:

The use of existing resources should also consider the specific situation.

Follow first, then chase.

Looking for the best experience

Avoid sameness

Business problems are familiar, but this does not mean that similar solutions should be taken to them. The fact-based analysis method makes your initial hypothesis valid and is more conducive to others to accept your point of view.

If you don't want the same solution, don't blindly trust your intuition-'Everything looks like a nail with a hammer in your hand'.

Don't look for facts to support your proposal.

We should keep an open mind and not let strong initial assumptions become an excuse for rigid thinking.

Make sure the solution is right for your customers.

When academic ideals conflict with business reality, the latter is often the winner.

Sometimes, let the solution come to you.

Without the influence of fact-based analysis, no business problem can be solved. With sufficient facts, all roads lead to Rome.

Chapter 3: "28 Rule" and others.

"28 rule"

80% of sales come from 20% of brokers.

80% orders come from 20% customers.

80% of the operating profit comes from 20% of traders.

Important minority and unimportant majority

"28 Rule": 80% of the value comes from 20% of the factors, and the remaining 20% comes from 80% of the factors.

Today's era is no longer the era of equal distribution. As long as we keep pace with the times, grasp the market rules, put the "important minority" in the first place, and invest more time and energy, we can finish our work more efficiently and win a broader market and living space.

The secret of doing things is first of all the arrangement of order.

What is meaningful should be given priority, and what is small or even meaningless should be put behind. Choose important things, not urgent and trivial things.

Before you do something, you should carefully prioritize.

Give priority to and pay attention to the following points:

Define your long-term goals

What am I going to do now (what is my task, what must I do, what must you do). Responsible for the division of labor, do it yourself, and supervise it yourself)

What gives me the highest return (Pareto's law tells us what is the most strategic vision, that is, spend 80% of your time and energy on the thing with the highest return, and spend the rest on other things).

Be clear about what you can do to give yourself the greatest satisfaction (people generally think that things with the highest return naturally bring the greatest satisfaction, but the truth is not the whole story)

"Four Quadrant Rule" of Time Management

Urgent: It means you need to do it at once.

Important: indicates great significance to individuals or teams.

The Influence of "Four Quadrant Rule" in Time Management

The first quadrant: important and urgent matters

You must put aside all other things at once and put all your energy into these things. If you delay again and again, it will only make things more and more urgent, and eventually make yourself passive and anxious. For example, when the credit card expires tomorrow, something unexpected suddenly happens at home.

The second quadrant: important but not urgent things

Although things in this quadrant are not as urgent as those in the first quadrant, they are related to the long-term development of individuals. It involves your ideal, study plan, career planning and so on. For example, learn a skill, cultivate a habit, manage image, read books and so on.

The third quadrant: unimportant but urgent things

Come to think of it, such things often happen around us. In normal life, an unexpected phone call suddenly came, and then I accepted the invitation and went out. What should not be done takes up precious time. Learn to arrange things in a reasonable order and avoid putting things in the third quadrant in the first quadrant by mistake.

The fourth quadrant: things that are neither important nor urgent.

Such a thing can be done or not. They can adjust your life, but they are not worth indulging in and take up a lot of your time and energy. For example, if you do nothing, just open the "Today's Headline".

Four quadrants of time management. The file extension of encoded image stored in jpeg file exchange format.

The first thing should be important.

Make a priority list for your daily work.

Make a timetable and write down the things to be done in order.

While asking myself to be punctual, I also ask others to be punctual.

"Do the right thing" and "Do the right thing"

"Doing the right thing" and "doing the right thing" seem similar, but in fact they are different in essence. If you want to do a good job, you must take "correctness" as the premise, that is, what you do is correct. If this condition does not exist, the things to be done later will deviate from the direction and even get farther and farther away from the goal. (Effectiveness and efficiency)

Using "logical tree analysis" to present rigorous reasoning

In order to grasp the problem easily, they usually construct "reality". In this step, they should first define the problem, list the structure of the problem, the relationship between various problems and the possible results, and then remove the secondary factors, leaving only the factors that have a key impact on solving the problem and paying attention to these key factors. This makes it easier to communicate solutions to problems and improve the work efficiency of implementers.

Don't dream of burning the sea dry.

Burning the sea water dry is an attempt to analyze everything. If you have a choice, sort out the things that need to be solved first. When enough is enough, stop. Otherwise, you spend a lot of time and energy, and the result is not worth the loss, just like you burn the whole sea dry, but you can only get a little salt.

Find the key driving point

Key driving point: that is, the factors that play a key and decisive role in things. Find the key driving point, that is, find the core of the problem. Only by starting from the key driving points can we effectively solve the problem.

How can we grasp the key driving points and achieve twice the result with half the effort? Here are some suggestions:

Find the right direction

Collect a large number of data and use logical tree diagram to analyze and study.

Carry out "brainstorming"

Elevator sales promotion

Elevator rule: introduce your plan in about 30 seconds.

You already know your solution (or product, enterprise) like the back of your hand, and you can explain it to customers accurately within 30 seconds. If you can do this, you can prove that you know your job well and sell your solution. (If there is a lot of content, then focus on three)

"Know, feel and act" (I don't understand the meaning, I still have a key dialogue)

How can I make my expression concise, fast and effective?

What's the point? Do you understand each other? (know)

Do you understand the needs of the people you communicate with? (feeling)

What do we need to do now? (ok)

The fruit picked first

Choose the best every time and you will always get the best; On the contrary, if you choose the worst every time, it will always be the worst.

Do more and simpler things in the shortest time.

The practice of easy before difficult has brought many unexpected gains to the team's work, which makes the team more confident, more motivated and full of hope for the ultimate goal.

Divide the whole into several parts step by step

In the face of more arduous tasks, the wise choice is to analyze the tasks and divide them into several small tasks, that is, break them into parts. After splitting the task, the difficulty is reduced.

At present, many of us often feel depressed and unhappy in our lives and work. The reason is that we feel that life and work lack a sense of purpose, or have goals, but it is difficult to achieve. These people always have ideals and ambitions, but just because the goals defined for themselves are too ambitious, they find it difficult to achieve. They are often arrogant, but they can't settle down to develop themselves step by step, thus getting themselves into trouble.

Pick the picked fruit with your heart.

Winners value the process, while losers often value the result. Since we have chosen to start with simple and easy things, only by doing these things well can we accomplish difficult things.

But in fact, many people can't do this. When doing simple and easy jobs, they will show disgust, irritability and disdain for these jobs, thinking that even if they have finished those jobs, they have no great sense of accomplishment and just deal with them.

Occam's razor

Do not add an entity if it is not necessary.

Every complex thing is simple in essence. The reason why it looks complicated is that people subjectively wrap its simple essence.

Smart people can create and solve complex problems. Wise people can find simple truths and make things simple.

Draw a table every day.

Because of our burnout, because we are too lazy to sum up and think, many problems cannot be discovered in time, let alone solved. Our inspiration is lost because of inertia, we lose passion, we lose innovation, and everything is lost in reflection and summary.

In the process of solving problems, new gains are absorbed every day. Recording them will help you advance your thinking. Whether you use this method or not, please remember that once your thoughts are recorded on paper, you will never forget them.

You can sit down for half an hour every night and ask yourself, "What are the three most important things you learned today?"

Form a habit:

Make a plan in the morning

Make a summary at night

Do one thing at a time.

You can't do everything, let alone do everything well. Therefore, there is no need to force yourself to focus on the immediate matter and try your best to complete it. Instead of trying to hit a home run, it is better to hit first base in a row, otherwise it is likely to hit out of bounds.

There are three reasons to prove that this sentence is correct:

You can't do everything yourself.

Trying to do one thing at a time will make people around you have unrealistic expectations.

If these expectations are not met, it will be difficult to regain trust.

Improve permeability

Concentrate on the most important thing. (key)

Do one thing at a time, improve your penetration and keep yourself active. Here are some suggestions:

Learn to get rid of extramarital affairs

Refuse some jobs, and if you can't refuse, assign or entrust others.

Learn to get rid of people

Learn to get rid of the past

Past mistakes should not be your burden, and past honors are not your long-term capital. Get rid of those distractions and just focus on the present.

Pay attention to the overall interests

Stop thinking from time to time and ask yourself some basic questions: How does your current job help solve problems? How does it advance thinking? Is what you are doing important? If the work done is not helpful to solve the problem, why continue?

Tell the truth, be honest with each other

You may not understand, but you must pretend to understand. It is much better to show your inner thoughts than to hide them.

I don't accept the answer "I don't know"

As long as a little exploration, you will find that people always have ideas.

The second part: McKinsey's solution to the problem.

Chapter 9: Brainstorming

Brainstorming is also conducted by individuals alone, which is different from group discussion. Personal brainstorming should list all the views from different angles. Because of personal thinking, we should consider the problem from as many angles as possible. Just thinking, but also reverse thinking, repeated verification.

Brainstorming needs new thinking. It doesn't need platitudes or rules. Its core idea is innovation.

Brainstorming is a very simple method, which can be used whenever we encounter a new topic or a new problem.

Make proper preparations in advance.

Leave a blank for thinking.

Several "rules" of brainstorming:

Statement of a specific problem

Create a relaxed atmosphere, no comments, no bad ideas.

There is no question that is not worth answering.

Encourage fanatical and exaggerated views.

Pursue the maximization of quantity in the field of vision.

Build new ideas on the basis of brainstorming.

Don't worry about your opinion being rejected.

Never underestimate the importance of some seemingly obvious or simple problems.

Always be ready to kill your point of view.

You know, enough is enough.

Do a good job in logistics

Write it down with a pen

The fourth part: McKinsey's way of survival.

How to have a private life outside of stressful work?

Don't work one day a week. Choose a day (mostly Saturday or Sunday) and tell your boss (and yourself) that you won't do any work on this day unless there is something absolutely urgent.

Don't take your work home. Separate work from family. If you need to work for another hour, work in the office, which is far better than going home and ignoring the children because you still have work. Home is a place where you can be yourself.

One of the greatest benefits of making rules is to let everyone know what to respect.

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