Reflection on McKinsey Method 1 McKinsey Method is a good book. Because reading it has given me a lot of inspiration and I feel that I have gained a lot from reading it, so I read it more than once. After reading McKinsey's method, I feel that I want to succeed in the future. All along, I feel that I can't do anything well. After reading this book, I understand some of my mistakes and shortcomings. In fact, we only need to find our own shortcomings and then make up for them in order to make progress! However, we also know that we can easily find other people's shortcomings. What about our own? It's hard to say. Even if you find it, you have to correct it. It's hard.
This is one of the reasons why few people succeed. One of the shortcomings I realize is that I don't know the importance of doing things every day. I only know that I have a lot of things to do today. I don't know which one is the most important. I just don't know what I should do first in many things. I just do it blindly. I understand now that everything should be based on my ultimate goal, not blindly.
With the ultimate goal in mind, what you do will be meaningful. Look at your problem from the highest goal and you won't be bothered by it. This book makes me understand that under normal circumstances, the important things we have to do are not urgent, that is, things are not urgent. I don't think there is any need to worry if everything goes according to my own plan. For example, our study, a book and a course, if we set requirements for ourselves at the end of the term, then we know what to read and review every day, so it's not urgent. Just finish this seemingly urgent thing every day.
However, if you don't have the ultimate goal in mind and don't know what to do, you can only be affected by the immediate emergency, exhausted and don't know what to get. Life without the ultimate goal in mind is passive, passive life is painful, and the painful final result is likely to be tragic!
People who have no goals will never realize the importance of time. Now time is money in society, but most of us don't seem to know it at all! For many people, they have nothing but time, and they still have nothing with time! I should plan my goals well. I already have my ultimate goal, but I need to make it concrete and detailed, and then implement it. This book tells me to manage my time effectively and not to mess around.
When doing things, you can only think about that one thing in your heart, and then talk about other things when you are finished, instead of starting another thing before you finish, so you will eventually fail and give up halfway! We are not gods, so we only have one brain, so we should remember to do things wholeheartedly, so that we can do well. We all know that no matter what we do, we need confidence. Without confidence, we can do nothing. Where does this confidence come from? Of course, it starts with success! Therefore, we should start with the simplest and most
Starting from a place that is easy to complete or can come to an end, such a little achievement will be conducive to the establishment of confidence and will be conducive to continued efforts! Therefore, you should pick peaches from the easiest. If you only stare at the most difficult fruit, you may miss many opportunities to pick fruit around you.
One more thing, you can't boil the whole sea, so we need win-win cooperation, learn to cooperate, and life will be happier; Learn to share and life will be better! Success, with you and me, we work together and we share success! For me, I am preparing for the postgraduate entrance examination, and I must complete this plan, because this is a step towards my ultimate goal, and I must step on it!
My dream is very simple, that is, to be a big happiness net, and we will live in it forever! Every step, I will plan well and stop wasting time! Let yourself finish one by one! I think this book is very good. I will read it again when I have time.
Reflections on McKinsey's method 2 McKinsey is the most successful strategic consulting company in the world and enjoys a high reputation in the international business community.
The book McKinsey Method is divided into five parts. In the first three parts, the author mainly expounds how McKinsey people view and solve business problems. In the fourth part, the author provides some experiences and lessons in the face of various life pressures in McKinsey & Company. Finally, in the fifth part, the author briefly evaluates some experiences and lessons gained in this company and shares some precious memories about McKinsey with you.
This book has benefited me a lot. From McKinsey's company management concept and employee treatment, I realized many shortcomings of myself and some wrong life values in the past. What I thought was right may have led me astray.
As a company or enterprise, why can McKinsey be so successful and enjoy an international reputation? I learned from this book that there are mainly the following aspects. First, everything starts from the facts and dares to face the facts. At McKinsey & Company, solving problems starts with facts. McKinsey & Company is friendly to instill facts into employees, and don't be afraid to face the facts. But often many people don't want to face the facts, just blindly escape the facts.
Maybe they think as long as they don't look. Those annoying facts will disappear, but the facts will not. Avoiding the truth is a prescription for failure, and one day the truth will come out. You must not be afraid of facts, seize them and use them. We will work and live in the future. Dare to face the facts and accept them. Not afraid of the truth Second, the problem will not be a problem forever.
Good at thinking and solving problems. To solve the problem, we must first analyze it clearly. McKinsey & Company will not directly solve the problems stated by customers. Because many times, customers' diagnosis of themselves is not completely correct, probably wrong, and the problems they bring are extremely unclear. Find out whether the question given to you is true or not. The only way is to dig deeper.
In the face of difficult problems, don't mechanically repeat the same method, you can try to redefine the problem itself or correct your own methods. In the face of problems, we "don't boil the whole ocean"-don't try to analyze everything, be selective and find out your priorities. Pick the fruit first-sometimes opportunities in the process of solving problems will make you win easily, so seize these opportunities.
Fight base by base-you can't do everything, so don't try, just do what you should do and try to do it well. It's much better to hit first base in a row than to try to hit a home run. Pay attention to the big picture-if you focus on many needs at the same time, it is easy to lose your goal. In order to find out your priorities, you can do many things in a day. Third, honesty and integrity. An important aspect of professional ethics is honesty.
McKinsey requires employees to be honest with customers, team members and themselves. Honesty includes admitting when you can't find a clue and just saying "I don't know". Admitting costs less than cheating. Often we can't bravely admit our shortcomings and defects. When faced with unknown problems, we refuse to bow our heads or even pretend to understand, which leads to more serious problems. Sometimes, face is not the most important thing. Don't feel ashamed of not knowing. Einstein sometimes doesn't know.
Face the facts positively and bravely, and accept the facts. Dare to challenge and innovate. And with an honest and upright attitude, I believe that both individuals and enterprises can do better.
Reflection on McKinsey's method 3 Recently, because I was not very busy at work, I took time to look at McKinsey's method.
Why did you suddenly choose to read this book? Because I personally like management very much, I also want to know the advanced management methods abroad. I have heard a little about this book before, but I haven't read it. One of the reasons is that I take it for granted that I should be too difficult to understand and digest.
In fact, many things have become difficult because they have not yet started to do it. When you start, it is not difficult to find it. This is the third time that I have experienced many things.
McKinsey is a world-class leading global management consulting company, and its fame and achievements need not be said. Simply put, it is a company that specializes in helping large enterprises to come up with solutions, and the people inside are elites. For the author Essen? m？ Russell, I don't know much about it. However, from the preface of the book, we can know that he is also a McKinsey person. This book is also a management method written by him in combination with his own work experience and experience.
In the process of reading, I adopted a good habit I learned at work: making good use of my brain map. Through mind mapping, I can understand the contents of this book with a sense of integrity and structure. This coincides with the key point of McKinsey's method, that is, structuring, which I think is particularly familiar with.
Generally speaking, after reading this book, I feel that I can absorb some of the methods in it and understand the problem-solving framework of McKinsey method better. As mentioned above, the problem-solving process of McKinsey's method: based on facts, the initial hypothesis is constructed with a structured framework; Data collection and analysis; Prove or deny a hypothesis. Starting from the initial hypothesis, the road map of research and analysis is drawn, which runs through the whole process, greatly speeding up the process of demand answer, all of which are to prepare for the final statement report.
When it comes to specific methods, I have some personal feelings, such as:
(1)80/20 rule: This is a universal rule, which can explain the objective facts too well.
(2) Don't try to boil the whole ocean: it means that one's energy and time are limited, so we should grasp the key points and solve the main problems.
(3) Looking for key drivers: similar to the second one, but pay attention to keywords as key and driving factors;
(4) Elevator test: express your opinion in the shortest sentence;
(5) The fruit picked first: it is a bit like agile development in products, which is perfect first and has obvious effect;
(6) Make a chart every day: it is used to summarize, but I do more with the report;
(7) One base at a time: pursue stability, and don't expect too much from stakeholders. Explain that I have the strength, but if I don't fully show it, I will run out of energy. If I don't do it well next time, my customers will be disappointed.
(8) Focus on the overall situation: Many times, when we are doing things, we are entangled in details and forget the purpose. Switch out from time to time, go back to the big rack, and know the direction of the trunk;
(9) Say "I don't know" directly: When you don't know, you really have to say you don't know, don't hide it, and it's easy to screw things up;
(10) Don't accept "I don't have any concept": psychology, the exploration of human nature. People make excuses for things they don't care about or like. We should learn to analyze ourselves if we need help.
Followed by team building, customer visits, brainstorming, management communication, and maintaining customer relationships. The method mentioned in it is actually very practical. It may have something to do with my long-term project management. I feel that my skills are all used in project management, but the degree of use is not deep, and I use more and less. I won't go into details this time. I'll read it several times before I write it.
One more thing, I just read McKinsey Consciousness later and found that it is actually a summary and refined version, which is more concise.
The above is my own experience after reading the McKinsey method, and I need to read it several times in the future.
Reflection on McKinsey's method 4 For management, McKinsey is like Cartier, a famous brand in jewelry. No consulting firm is as famous, successful, highly praised and tight-lipped as McKinsey & Company. This legendary strategic think tank has trained many of the best management thinkers and business leaders in the world.
Business tycoons like tom peters, Kenyi Omar and Jon Kehlenbach cultivated their keen logic and insight at McKinsey. Giants like Lou Gostner of IBM and Harvey Gruber of American Express apply the strategic ideas they learned at McKinsey to the practice of running these world-class companies.
The McKinsey method reveals a series of management skills carefully protected by McKinsey-tools that can help anyone at any level think like a McKinsey consultant. In this book, Essen Russell, a former McKinsey analyst, provides you with a powerful method that will solve even the most complicated business problems.
This is a set of methods that you can use in any organization.
On the basis of summing up several years of McKinsey's front-line work experience and interviewing many McKinsey consultants at present and in the past, Russell takes you into a world (called "project" in McKinsey's words) to let you know how to benefit from McKinsey's management analysis skills in your daily life. Once you enter the world of McKinsey, you will learn some inner secrets:
1, 80/20 rule-this is one of the most important rules to prompt the true meaning of management consulting.
2, "elevator test"-let you understand why it is best to sum up your thoughts in 30 seconds or less.
3. Why is the problem not always a problem?
4. Clarify your premise, which is the road map to guide you from the problem to the solution.
5. Seven keys to a successful information gathering dialogue.
6. Explain the secret of "pre-wiring" according to your situation to ensure success.
7. Three elements of efficient communication.
8. How to deal with team members such as "debt collectors" or difficult colleagues?
9. How to make the whole enterprise accept your plan?
In McKinsey's method, Russell takes you into McKinsey's boot camp, making you a "consultant" and catching invincible solutions to business problems.
Whether you are a senior executive, manager or business owner trying to deal with complex strategic issues, or an employee trying to improve efficiency and effectiveness in order to make a difference in the enterprise, McKinsey method provides you with brave and charming guidance on the road to business success, which is determining the direction of McKinsey's management thought today.
5. After reading the McKinsey method, I read the McKinsey excellent working method again today. The biggest feeling is to watch it several times. Although it was the first time to see it, I was deeply touched and benefited a lot. The truth expounded in it is very worthy of our serious consideration and scrutiny, and applied to practical work. The book is divided into five chapters, which should cover most of the problems we encounter in our daily work and point out the solutions based on the outline.
Chapter 1: Do the right thing, but also do the right thing. Peter drucker, a management guru, once pointed out concisely in The Effective Supervisor: "Efficiency means' doing things in the right way' and efficiency means' doing the right thing'".
Efficiency and effectiveness should not be ignored, but this does not mean that efficiency and effectiveness are equally important. Of course, we hope to improve efficiency and effectiveness at the same time, but when we can't have both, we should pay attention to efficiency first, and then try to improve efficiency.
Suddenly reading such words, I feel a little awkward and confused, but savoring it carefully, isn't it a good response to China's sentence "Without your help, I can't do things, and it's useless to be exhausted"! We are very busy every day, and all kinds of things are waiting for us to deal with, but whether we can see the essence through the phenomenon and grasp the law of the development of things is the key to finally solve the problem.
The theory of efficiency and effectiveness tells us that before doing something, we must first find out whether what we are doing is right or not, and find the right way to do things on the basis of right, so as to get twice the result with half the effort, otherwise the result may be twice the result with half the effort, or even useless, just like we meet different customers in business, so we should treat them differently. The simplest example is to find the right person to give gifts, and don't give kickbacks to private enterprise bosses. When looking for customers, we need to find industry enterprises that are in line with our media. When contacting the film and television production business, we need to find enterprises with needs, and we can fully plan ahead to achieve the goal of getting them.
Chapter 2: Do important things, don't do urgent things "It is often difficult for a person to avoid being entangled in various trivial matters and chores at work. Many people are exhausted and upset by these things because they don't master efficient working methods, and they can't settle down to do what they should do most, or they are blinded by seemingly urgent things and don't know what they should do most. As a result, they wasted a good time, resulting in inefficiency and insignificant benefits. " Many people's daily work and living habits do not meet the requirements of efficient working methods. We should arrange the order of doing things according to the importance of things, and then deal with everything in order. Don't upset the whole schedule because of a moment's trifle.
As a result, you lost a lot because of small things. The most important things mentioned in this article, such as making suggestions to the superior to improve the operation mode, planning long-term goals, personal physical examination, etc., are precisely the most easily delayed by some urgent things, which are likely to happen to each of us. Seeing this, I suddenly felt a little cold. Yes, the important things are not necessarily urgent, but they should be done first. Urgent things are not necessarily important things, but they can be postponed or even shelved. It's time to change the working methods.
Chapter 3: Paying attention to the overall situation "At McKinsey, when we took over the task, we made up our minds very early. No matter what difficulties we encountered, our ultimate goal was to complete the task and solve the problem.
This urges us to go through difficult times, but we should relax. This is also an important reason why McKinsey & Company has achieved today's reputation. "Do things with a big picture, pay attention to the" big picture ",and use examples of puzzles to tell us that some obey the whole, give full play to the initiative of their supervisors on the basis of determining the ultimate goal, take the initiative to change on the road to success, and take the initiative to find a breakthrough. This also reminds me of another thought-provoking book, who moved my cheese, two mice in the same environment, with different attitudes, decided their own destiny.
Chapter four: McKinsey's efficient time management skills "One of the most effective tools to reduce file accumulation is a big wastebasket. Yes, a small wastebasket may be full soon. The wastebasket is a good place for you to throw away a lot of documents. However, once the wastebasket is full, people usually find other durable places to put their rubbish. This is a bit outrageous, because the files thrown into the wastebasket will not appear again. If you put the files in other places, it will take up a lot of space and time, but it is useless. " This discussion tells us that developing good work habits is an important link to improve the efficiency of time management.
Set a timetable for yourself, and then tidy up your desk. Don't let your papers that are of no practical value and will waste a lot of your time disturb your thoughts. Do the right thing, but also pursue efficiency. "Time is efficiency and time is money." We should know what needs to be thrown away at any time. Keeping it will only add chaos to your future work, and what needs to be recorded on paper can't be easily forgotten, which is helpful to your future work. Give up, give up, and you will get it. Disordered, natural or carefree work is inefficient and unpopular.
Chapter 5: McKinsey's suggestion "Please remember: you can't boil the whole ocean! Personal knowledge and ability are limited. It is a wise choice to rely on and use the knowledge, experience and ability of team members to complete the project together. Don't worry about being taken away by others. " This chapter is about making full use of the strength of the team. As the saying goes, "there is specialization in the art", no matter how strong a person is, it is impossible to master it all. Team is the most powerful force that individuals can rely on and rely on. People who are out of team and selfish can't do great things. Any customer, everything needs everyone to work together to complete, which is our correct choice.
This chapter tells us through a large number of examples that "one can't cook the ocean", "Pick the fruit first, and your thinking will be much clearer", "80/20 law is the best way to deal with the relationship between the minority and the trivial majority" and "only one thing can be solved at a time, making your work simple and efficient". We should concentrate on our work as much as possible and don't make trouble for others before they finish their work.
When reading any book, we should know how to "take the essence and discard the dross" and know what can be used and what is not in line with our working environment or national conditions. The essence of McKinsey's 80-year working method is in front of us, which may not be digested for a while, but it can be put into practice, which is why I said I should read it several times at the beginning.
A small book leads to infinite thinking. What about after thinking? There is a saying in China that "all talk and no practice". After thinking, we should apply the incisive ideas in the book to our work and life, so as not to waste these hours of reading, thinking and introspection. Let McKinsey's excellent working methods know that we make work easier and life better!