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The McKinsey Way
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Amazon.com
The McKinsey Way, by former McKinsey & Company associate Ethan M. Rasiel, provides a through-the-keyhole perspective on the way this worldwide consulting institution approaches--and solves--the myriad professional problems encountered by its high-powered clientele. His goal, Rasiel writes, is simple: to communicate "new and useful skills to everyone who wants to be more useful in their business." He then does so by explaining the highly structured, fact-based proprietary methodology that McKinseyites are taught to employ with their Fortune 100 clients, complete with details on the entire process from first considering the basic situation at hand through finally selling a solution to the appropriate powers that be.
All of the critical steps (assembling a team, managing a hierarchy, doing research, conducting interviews, brainstorming) are broken down into specific actions and fleshed out with applicable examples that Rasiel has gathered through interviews with dozens of other former McKinsey employees. The concluding sections on surviving the mythically grueling pace at the organization, known simply to insiders as "the Firm," are designed to help readers successfully tackle the similar challenges and obstacles they regularly face in their own work environments. --Howard Rothman
Amazon.com
The McKinsey Way, by former McKinsey & Company associate Ethan M. Rasiel, provides a through-the-keyhole perspective on the way this worldwide consulting institution approaches--and solves--the myriad professional problems encountered by its high-powered clientele. His goal, Rasiel writes, is simple: to communicate "new and useful skills to everyone who wants to be more useful in their business." He then does so by explaining the highly structured, fact-based proprietary methodology that McKinseyites are taught to employ with their Fortune 100 clients, complete with details on the entire process from first considering the basic situation at hand through finally selling a solution to the appropriate powers that be.
All of the critical steps (assembling a team, managing a hierarchy, doing research, conducting interviews, brainstorming) are broken down into specific actions and fleshed out with applicable examples that Rasiel has gathered through interviews with dozens of other former McKinsey employees. The concluding sections on surviving the mythically grueling pace at the organization, known simply to insiders as "the Firm," are designed to help readers successfully tackle the similar challenges and obstacles they regularly face in their own work environments. --Howard Rothman
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Einleitungssatz
Like all things McKinsey, the Firm's problem-solving process has three major attributes. Lesen Sie die erste Seite
Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
Like all things McKinsey, the Firm's problem-solving process has three major attributes. Lesen Sie die erste Seite
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Buchdeckel | Copyright | Inhaltsverzeichnis | Auszug | Stichwortverzeichnis | Rückseite
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Kundenrezensionen
Die hilfreichsten Kundenrezensionen
16 von 16 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
This effort was a great disappointment. I picked it up hoping to find a succinct, high-value description of the Firm's proprietary approach to share with colleagues; instead I found an overwrought, verbose set of cliches, factoids, and frameworks that, at best, only superfically discuss the McKinsey way. (How important is it to know that one McKinseyite considered it vitally important to carry Coca-Cola with him on every engagement?) Rasiel packs no more than three pages of the actual "McKinsey way" into 187 pages. Light on substance and heavy on trite, generic general advice, it is difficult to believe that someone who actually worked for the Firm could deliver such a dubious effort. (Perhaps this book gives insight into why the author lasted the minimum two years at McKinsey.) To be fair, the book does offer some insight into the way the Firm works (e.g., the Rule of Threes, engagement work planning, interviewing, etc.). If you are looking for a comprehensive, informed treatment in this area, I recommend "Client-Centered Consulting."
4 von 4 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
... There is very, very little useful information. Much ofbook centers around how selective McKinsey is, which is commonknowledge. There is almost a total lack of how strategies particular to McKinsey can be applied to solving business problems. END
3 von 3 Kunden fanden die folgende Rezension hilfreich
Format:Gebundene Ausgabe
In this book, the writer puts you through a McKinsey Boot-camp and shows what it means to be fact-based, structured, and hypothesis-driven. However, dont expect this book to provide anything extraordinary from any other management consultant's methods and perspectives just because its got the McKinsey name on it. Perhaps what the writer is trying to convey is exactly that -- a successful consultant is not just someone with the knowledge but the ability to share that knowledge in the most simplest form in assisting to solve clients' problems.
The basic techniques shared is well-written and can be effective if well implemented. It provide managers and business owners some guidance on techniques of handling problems and tough strategic issues for those who cant afford the real McKinsey.
The intro states: "Think of this book as a sampler...read whatever items interest you" Well, that's exactly what it is -- straight and simple!
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The book doesn't merit the title...
The book is nice to read but nothing more. I think it could be written about any consulting company and doesn't really merit the McKinsey stamp on it. Lesen Sie weiter...
Veröffentlicht am 7. Juli 2008 von Anonym
Good therapy for consulting recruits & addicts
This is an excellent piece of McKinsey recruiting propaganda.
Though whatever one's opinion of McK, the book provides a sanitised insight how McK approaches client solutions. Lesen Sie weiter...
Veröffentlicht am 28. Januar 2003 von "ashley2154"
One of the best I've read in years
I agree with what the other reviewer was saying -- I would like to see more elaboration of the 3 principles. Lesen Sie weiter...
Veröffentlicht am 28. Juni 2000 von C. Yau
Readable, light advice from interviewing McKinsey people
This book is arranged in many extremely brief sections, each of which makes a point or two at a very general level. Lesen Sie weiter...
Veröffentlicht am 6. Mai 2000 von David Stengle
Useful to beginners/intermediates
This book shall be useful to beginners/intemediates (1-3 yrs experience) in business planning/analysis/consultation work. It is simple. Not technical. Lesen Sie weiter...
Veröffentlicht am 25. März 2000 von Desmond Chow
This is a simplistic, egotistical view of consulting
I bought this book hoping to get an insiders view on how McKinsey continues to demonstrate value to the top leaders in the world of business- what I got was a simplistic,... Lesen Sie weiter...
Am 28. Januar 2000 veröffentlicht
Not bad - could be better
Being a management consultant myself - I found the book to be relevant but not too detailed. For instance, there should be more examples of the first 3 principles : fact based,... Lesen Sie weiter...
Veröffentlicht am 13. Dezember 1999 von Tri Suseno
A quick read; A good framework
If your looking for specific case studies or a "drilled down" discussion, you generally will not find it with this book. Lesen Sie weiter...
Veröffentlicht am 8. Dezember 1999 von Michael L. Perla
Superb reading!
The book details every important aspects of being a world class management consultant. Good reading and good value for money! Recommended for serious readers.
Veröffentlicht am 5. Dezember 1999 von James Lo
The Wrong Way
Though the author offers a few unique insights into the way the world's premier consultancy operates (such as the thirty-second test where one has to tell his boss all key... Lesen Sie weiter...
Veröffentlicht am 29. November 1999 von A. Sood
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