Associates 北斗成功社区 BeiDouWeb.com0助您解决成长中的问题2 沁，互联网和电脑对我的意义难道仅是 ? 在享乐中沉迷下去，难资料和教育资源!2. 资料虽难得，但是整理更难，网上的教育资料大部份都很乱，不好的或不侣好的资料看了令人诅玫，令人失去信心，令人失去学习的3. 能够稳定下载的地方太难找，要么连接无效，要么收费，要么内部分享，要么需要配合各种高技术手段. .可能花了很多时间在找寻，最后还是一无所获!如果是这样，欢迎您来到北斗成功社区，这里就是光找寻了很久的资料全公开、分类目录清晰、收尽成 下载操作简单 FOREWORD AND OBJECTIVEThis Organization Practice(OP) document provides an overview for use in local tmainingsessions for first-year associates. Itis part of a eries on functional areas.” The objective ofthe series is to introduce McKinsey practitioners to the basics in each of our functional areasofexpertise. All the documents in the series are comprehensive in nature and describe the本Atthe end of this document you can find a section describing a selection of the coredocuments and handbooks that can give you further details on some of the frameworksdescried here. All of these documents are now on PDNet and hard copies of them can berequested from PDNet Express, which will deliver them in 24 hoursThe contents of this document have been adapted for local tmaining sessions throueh“Switching Tracks 一OPs firstyear module videotape, which communicates the basicconcepls训aconcise and visual way using an actual client 一 The Scandinavian RailroadCompany. Ti 40 minutes long and should be presented in 3 Short segments, Between thesesegments, the aculty member runs the attached exercises, adds any commentary he/sheconsiders necessary to clarify the concepts, and provides personal experience on selected和 This document seeks to answer 4 questionsreSECTION 2 What frameworks do we use to help our clients improve organizational performance?SECTION 3 Whatrole does an associate play in organization work?3 McKinseys mission is to have lasting and substantial impact on our cients。To suceeed, we needlto waork 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 onlyrelevant fitis operationally and organizationally feasible. The optimal organizational designdepends upon the strategic requirement and the operational methods of the client.This document focuses om one vertex of this tiangular relationship. It would be wronghowever, to believe that you can achieve the impact we seek by focusing on one vertex. Weneed to consider all three in every study， CRITICAL ELEMENTS FOR IMPACTER9Efficieiri only achieve impact when the organizations we serve are successful in implementing thetegies and operational methods we propose-However arecent srvey of engagements in Which clients failed to implement proposed本oreven capable ofimplementing the strategy we proposedTo ensure that We have impact we need to consider organizational issues as we devise和complement our strategy work with investment in building the organizations skills so that theorganization can step up to the challenge the superior strategy pose 30UTOF4STRATEGIES THAT FAILL DO SO BECAUSE OF THEORGANIZATIONS INABILITY TO EXECUTE.Percent00%=340 responsesMcKinseyTecommendationsDawed Organization lackedthe capabilities toexecute strategytnotchange-ready orcommitted The demand for organizational work is increasing.Trends in the marketplace and the evolving nature of our clients largely explain this increasein demandThe pace of change in the marketplace is accelerating . Astrategic choice or an operationalinnovation evokes arapid reaction from competitor. Rarely can a durable competitive本capability with the inherent flexibility and commitment to sustain world-class performance本The clients we serve are changing as well. They have increasingly hired in-house strategiccapabililies, Most have built strategy shops close to the CEO. Few, however have the in-house capability and objectivity to do the organizational work required to make changehappen ORGANIZATIONAL WORK GROWING IN IMPORTANCEMeKinseys engagement mixPercent of timeEvolving marketplace“Quickening pace ofstrategic adaptation Increasing Graing th demand foradvantage often rooted in ae 3本 |capabilities issUes andchangeUN |有 |*Many businesses acduiringin-house strategic capabilityremains the “meglected art”Helpingimplementchange1 Today区Soaree: Suney of 23 MGMs across the Fim