Appendix C
К оглавлению1 2 3 4 5 6 7 8 9 10 11 12 13 14IMPLEMENTATION LESSONS
The McKinsey Mind focuses on implementing McKinsey tools
and techniques in other organizations. For quick reference
and to help you address specific issues in your own company, we
provide the following list of these new implementation lessons
along with their locations in the main text.
Chapter 1. Framing the Problem
Structure 2
Without structure, your ideas won’t stand up 4
Use structure to strengthen your thinking 6
Hypothesis 15
An initial hypothesis will save you time 18
An initial hypothesis will make your decision making
more effective 19
Chapter 2. Designing the Analysis
Let your hypothesis determine your analysis 35
Get your analytical priorities straight 36
Forget about absolute precision 38
Triangulate around the tough problems 40
Chapter 3. Gathering the Data
Research Strategies and Tools 51
Diagnose the data orientation of your
organization 53
Demonstrate the power of good facts 54
Build the proper infrastructure 55
Interviewing 60
Structure your interviews 64
Interviewing is about listening 69
Be sensitive 70
Knowledge Management 74
Develop a rapid-response culture 77
Acquire external knowledge 79
Control the quality of your input: garbage in,
garbage out 80
Chapter 4. Interpreting the Results
Understanding the Data 85
Always ask, “What’s the so what?” 87
Perform sanity checks 88
Remember that there are limits to analysis 90
Generating the End Product 94
See through your client’s eyes 95
Respect the limits of your client’s abilities 97
Chapter 5. Presenting Your Ideas
Structure 104
Support ideas with a solid structure 106
Buy-In 116
Avoid surprises 118
Tailor your presentation to your audience 121
Chapter 6. Managing Your Team
Selection 128
Consider not just demonstrated ability, but potential
ability 131
Appreciate the value of diversity 132
Apply structure to recruiting efforts 134
Communication 137
Remember that you have two ears and only one
mouth 138
It’s not just what you say, it’s how you say it 139
Overcommunication is better than undercommunication
140
Bonding 143
Spend time together (but not too much) 144
Reward well 146
Development 149
Set high expectations 150
Evaluate regularly, and make it balanced 151
Chapter 7. Managing Your Client
Obtaining Clients 160
Identify the client 162
Create a pull rather than a push demand 162
Maintaining Clients 165
Create involvement opportunities 166
Retaining Clients 168
Share and then transfer responsibility 169
Make the client a hero 170
Implementation Lessons 211
Chapter 8. Managing Yourself
Your Professional Life 174
Delegate around your limitations 176
Make the most of your network 177
Your Personal Life 178
Respect your time 180
Perform sanity checks 182
Share the load 182
Academic Universe, 201–2
Accenture, 81
Acorn Systems, 146
Active listening, 61–62, 69–70
Africa.com, 8
Almanac of Business and Industrial
Financial Ratios, 190
Alumni, defined, xvii
American Tally Statistics & Rankings
for 3,165 Cities, 195
Analysis. See Designing the analysis;
Framing the problem;
Interpreting the results
Analyst reports, 189
Analytical ability, 32
Anderson, Steve, 146
Arthur, King, 99–100
Assistants, 175–76
Baker Library Industry Information
Guides, 203
Barasky, Alan, 139
Bennett, Jim, 79, 96–97, 131
Berra, Yogi, 85
Best practices, 52–53
“Big picture,” getting the, 33–34
Boisvert, Roger, 113
Bonding (within teams), 143–49
Boss look good, making your, 175
Brainstorming, 16–17
Brockett, Francesca, 70–71
Bryan, Lowell, xii
Buchsbaum, Bob, 36–37, 89
Burnham, Ciara, 106, 128
Bush, George W., 161
Business need, xiv
Business Rankings Annual, 194,
195–96
Business.com, 192
Buy-in, achieving, 116–24
and prewiring, 117–21
and tailoring, 121–22
Client(s), xvii, 159–72
as hero, 170–71
identifying, 162
involvement opportunities for,
166–67
limitations of abilities of, 97–99
maintaining, 165–68
making realistic promises to, Copyright 2002 The McGraw-Hill Companies, Inc. Click Here for Terms of Use.
obtaining, 160–65
and pull vs. push demand,
162–63
and responsibility, 169–70
retaining, 168–71
seeing through the eyes of your,
95–97
uniqueness of every, 3
Cole Library of Rensselaer at Hartford,
203
Columbo tactic, 62
“Comfort zone,” 38–40
Communication, 137–42
Companies Online, 197
Company culture
and communication, 137–38
and data orientation, 53–54
and knowledge management,
76–79
Company information, sources of,
197–202
Component elements, breaking
problems down into, 10–11
Constant negotiation, 162
Corporate Affiliations Plus,
198–99
Corporate Information, 192, 199
Corporation Tax Statistics, 190
CorpTech Directory of Technology
Companies, 197
Crenshaw, Omowale, 9–10,
18–19
Crocker, S. Neil, 108
Culture, company. See Company
culture
Current Industrial Reports, 192,
194
Data
gathering the. See Gathering the
data
intuition vs., xv–xvi
understanding the, 85–94
Data orientation (of organization),
53–54
Delegating, 176–77
Designing the analysis, xiv, 31–47
and analytical ability, 32
and analytical priorities, 36–38
and “comfort zone,” 38–40
and forming hypotheses, 35–36
and gut instincts, 32
and identification of key drivers,
33
and seeing the “big picture,”
33–34
triangulation method for, 40–42
and work planning, 32–33,
42–46
and working smarter, 34
Development (of team members),
149–56
Diversity, 132–34
Dorman, Dean, 69, 121, 138
EDGAR, 202
Eechambadi, Naras, 12–13, 39,
118–20, 122
Egon Zehnder, 21
80-20 rule, 37, 86–87
Elevator test, 105, 112–13
EM. See Engagement manager
E-mail questionnaires, 65–67
EmployOn, 79
Encyclopedia of American Industries,
192
End product, generating the,
94–101
Engagement manager (EM), 32–33,
44, 88, 151
Engagements, xii
European Commission, 11
Expectations, setting high, 150–51
Falkowski, Dominic, 21
Farnsworth, Brad, 112
Federal government, 8–9
Fuld & Co. Internet Intelligence
Index, 203
Financial ratios, 190
The Firm, defined, xvii–xviii
FIS On-Line Global Data Direct,
199
Framing the problem, xiv, 1–29
at Africa.com, 8
and application of structure,
2–15
brainstorming as technique for,
16–17
and breaking the problem into
its component elements,
10–11
at the federal government level,
8–9
and forming an initial hypothesis,
15–21
and forming robust hypotheses,
21–28
at General Electric, 4, 7, 13–14
at GlaxoSmithKline, 5–6
issue trees as tool for, 16,
24–28
at Key Corp., 6–7
logic trees as tool for, 11–14
MECE approach to, 3, 6
role of senior management in,
10
Gale State Rankings Reporter, 196
Garda, Bob, 19–21, 106, 108, 123,
170, 182–84
Gathering the data, xiv, 49–82
from company sources, 197–202
at GlaxoSmithKline, 51
from industry resources, 189–96
interviewing as technique for,
60–74
from journal and newspaper
articles, 188–89
and knowledge management,
74–82
research strategies and tools for,
51–57
strategic approach to, 56–57
General Electric (GE), 4, 7, 13–14,
75, 121–22
Gerstner, Lou, xii
Giridharadas, Shyam, 166–67, 184
GlaxoSmithKline, 5–6, 51, 98–99
Goose, Barbara, 152
Grillo, Francesco, 11
Grossman, Evan, 132
Gut instincts, 32
Hemscott.net, 199
Hero, making the client a, 170–71
Hierarchical organizations, 175
High expectations, setting, 150–51
Hoover’s Online, 194–95,
199–200
Hypotheses
and designing the analysis,
35–36
initial, 15–21
robust, 21–28
“I have no idea,” 52
Implementation, xv
Industry averages, 190
Industry classification codes, 191
Industry information, sources of,
189–96
Industry Reference Handbooks,
193
Initial hypothesis, 15–21
International Directory of Company
Histories, 200
Interpersonal Skills Workshop
(ISW), 71, 139
Interpreting the results, xiv, 83–102
and asking “What’s the so
what?” 87–88
Index 215
and creating the end product,
94–101
and 80-20 rule, 86–87, 92–93
and limits of analysis, 90–91
and limits of client’s abilities,
97–99
and performing sanity checks,
88–90
and seeing through the client’s
eyes, 95–97
and understanding the data,
85–94
Interviewing, 60–74
active listening while, 61–62,
69–70
of difficult interviewees, 63
follow-up to, 73
preparation for, 61
sensitivity while, 62, 70–71
structure in, 63–69
tips for effective, 62
Intuition, xv–xvi
Investext, 189, 202
Involvement opportunities, creating,
166–67
Issue trees, 16, 24–28
ISW. See Interpersonal Skills Workshop
Journal articles, 188–89
Katzenbach, Jon, xii
Kenny, Paul, 5, 40–42, 51, 98–99,
120
Key Corp., 6–7, 131
Key drivers, finding the, 33
Keynes, John Maynard, 91–92
Knowledge management (KM),
74–82
and acquisition of external
knowledge, 79
and company culture, 76–79
definition of, 75
at General Electric, 75
at McKinsey, 76–79
and not reinventing the wheel,
76
and quality control, 80
Knuckey, Deborah, 113
Leadership, xv
Leiver, Gary, 69
Lieberman, Kurt, 145
Logic trees, 11–14
Managing, xiv–xv
your client. See Client(s)
yourself. See Self-management
your team. See Teams
Market Share Reporter, 196
Mathews, Sylvia, 8, 98, 162
The McKinsey Way (Ethan M.
Rasiel), ix–x
McKinsey-ites, defined, xvii
MECE, 3, 6, 12, 25, 109
Mentors, 174–75
Million Dollar Directory, 197
Moody’s Manuals, 200
Morale, team, 143
Myers-Briggs Type Indicator, 139
NAICS, 191
Negotiation, constant, 162
Networks and networking, 177–78
Newman, Lee, 140
Newspaper articles, 188–89
North American Industry Classification
System (NAICS),
191
Office of Trade and Economic
Analysis, 193
O’Hanley, Ron, 90, 111, 152
Overcommunication, 140–41
Performance ratios, 190
Personal life, 178–84
Peters, Tom, xii
“Practice Olympics,” 80–81
Presenting your ideas, xiv,
103–25
and achieving buy-in, 116–24
and elevator test, 105, 112–13
need for simplicity when, 105,
113–14
need for structure when,
104–15
and prewiring, 117–21
and tailoring, 121–22
Prewiring, 117–21
Price’s List of Lists, 196
Prism Consulting International,
166
Problem, framing the. See Framing
the problem
Professional life, 174–78
Promises, making realistic, 161
QDT. See Quick and Dirty Test
Questionnaires, E-mail, 65–67
Quick and Dirty Test (QDT),
22–24
Rapid-response culture, 77–79
Reinventing the wheel, 3, 76
Report Gallery, 202
Research, 51–57
and facts, 52, 54–55
industry, 189–96
infrastructure for, 55–56
and organization’s data orientation,
53–54
tips for, 52–53
Results, interpreting the. See Interpreting
the results
Rewards, 146–47
Robust hypotheses, 21–28
Ross, Bill, 4, 7, 13–14, 75, 90, 91,
121–22, 134, 162–63, 176
Rouvelas, Larry, 78, 79
Sakaguchi, Jeff, 13, 36, 81, 84, 96,
170
“Sanitized” reports, 55
Sanity checks, 88–90, 182
Scheduling, 180–81
Search engines, 58
Self-management, 173–86
in personal life, 178–84
in professional life, 174–78
SIC codes, 191
Siggelkow, Rainer, 51
Silver Oak Partners, 69
Simon ben Gamliel, 186
Simplicity, 105, 113–14
Skilling, Jeff, xii
Sonny, Chacko, 37–38
Standard and Poor’s Industry Surveys,
190, 193
Standard and Poor’s Register of
Corporations, 195, 198
Standard Industrial Classification
(SIC) codes, 191
Structure, 2–15
and business ideas, 4–6
of interviews, 64–69
and MECE, 3
in presentation of ideas, 104–15
and recruiting for teams, 134
and role of senior management,
10
and thinking process, 6–9
TableBase, 194, 201
Tailoring, 121–22
Team Evaluation Performance
Reviews, 152
Teams, xiv–xv, 127–57
at Acorn, 146
Index 217
bonding within, 143–49
and communication, 137–42
development within, 149–56
diversity of, 132–34
evaluation of, 151–53
at McKinsey, 128–30
morale of, 143
potential ability in, 131–32
rewards for, 146–47
selecting the right people for,
128–36
setting high expectations for,
150–51
Thomas Register of American
Manufacturers, 195, 198
Triangulation, 40–42
Undercommunication, 140–41
U.S. Industry & Trade Outlook,
194
Value Line Investment survey, 201
Veto, Dan, 54–55, 89, 133
Welch, Jack, 75, 79
“What’s the so what?” 87–88
Whelan, James G., 35
Work planning, 32–33, 42–46
Working smarter, 34
World Market Share Reporter,
196
World War II, 97–98
Wright, Steven, 145
218 Index
IMPLEMENTATION LESSONS
The McKinsey Mind focuses on implementing McKinsey tools
and techniques in other organizations. For quick reference
and to help you address specific issues in your own company, we
provide the following list of these new implementation lessons
along with their locations in the main text.
Chapter 1. Framing the Problem
Structure 2
Without structure, your ideas won’t stand up 4
Use structure to strengthen your thinking 6
Hypothesis 15
An initial hypothesis will save you time 18
An initial hypothesis will make your decision making
more effective 19
Chapter 2. Designing the Analysis
Let your hypothesis determine your analysis 35
Get your analytical priorities straight 36
Forget about absolute precision 38
Triangulate around the tough problems 40
Chapter 3. Gathering the Data
Research Strategies and Tools 51
Diagnose the data orientation of your
organization 53
Demonstrate the power of good facts 54
Build the proper infrastructure 55
Interviewing 60
Structure your interviews 64
Interviewing is about listening 69
Be sensitive 70
Knowledge Management 74
Develop a rapid-response culture 77
Acquire external knowledge 79
Control the quality of your input: garbage in,
garbage out 80
Chapter 4. Interpreting the Results
Understanding the Data 85
Always ask, “What’s the so what?” 87
Perform sanity checks 88
Remember that there are limits to analysis 90
Generating the End Product 94
See through your client’s eyes 95
Respect the limits of your client’s abilities 97
Chapter 5. Presenting Your Ideas
Structure 104
Support ideas with a solid structure 106
Buy-In 116
Avoid surprises 118
Tailor your presentation to your audience 121
Chapter 6. Managing Your Team
Selection 128
Consider not just demonstrated ability, but potential
ability 131
Appreciate the value of diversity 132
Apply structure to recruiting efforts 134
Communication 137
Remember that you have two ears and only one
mouth 138
It’s not just what you say, it’s how you say it 139
Overcommunication is better than undercommunication
140
Bonding 143
Spend time together (but not too much) 144
Reward well 146
Development 149
Set high expectations 150
Evaluate regularly, and make it balanced 151
Chapter 7. Managing Your Client
Obtaining Clients 160
Identify the client 162
Create a pull rather than a push demand 162
Maintaining Clients 165
Create involvement opportunities 166
Retaining Clients 168
Share and then transfer responsibility 169
Make the client a hero 170
Implementation Lessons 211
Chapter 8. Managing Yourself
Your Professional Life 174
Delegate around your limitations 176
Make the most of your network 177
Your Personal Life 178
Respect your time 180
Perform sanity checks 182
Share the load 182
Academic Universe, 201–2
Accenture, 81
Acorn Systems, 146
Active listening, 61–62, 69–70
Africa.com, 8
Almanac of Business and Industrial
Financial Ratios, 190
Alumni, defined, xvii
American Tally Statistics & Rankings
for 3,165 Cities, 195
Analysis. See Designing the analysis;
Framing the problem;
Interpreting the results
Analyst reports, 189
Analytical ability, 32
Anderson, Steve, 146
Arthur, King, 99–100
Assistants, 175–76
Baker Library Industry Information
Guides, 203
Barasky, Alan, 139
Bennett, Jim, 79, 96–97, 131
Berra, Yogi, 85
Best practices, 52–53
“Big picture,” getting the, 33–34
Boisvert, Roger, 113
Bonding (within teams), 143–49
Boss look good, making your, 175
Brainstorming, 16–17
Brockett, Francesca, 70–71
Bryan, Lowell, xii
Buchsbaum, Bob, 36–37, 89
Burnham, Ciara, 106, 128
Bush, George W., 161
Business need, xiv
Business Rankings Annual, 194,
195–96
Business.com, 192
Buy-in, achieving, 116–24
and prewiring, 117–21
and tailoring, 121–22
Client(s), xvii, 159–72
as hero, 170–71
identifying, 162
involvement opportunities for,
166–67
limitations of abilities of, 97–99
maintaining, 165–68
making realistic promises to, Copyright 2002 The McGraw-Hill Companies, Inc. Click Here for Terms of Use.
obtaining, 160–65
and pull vs. push demand,
162–63
and responsibility, 169–70
retaining, 168–71
seeing through the eyes of your,
95–97
uniqueness of every, 3
Cole Library of Rensselaer at Hartford,
203
Columbo tactic, 62
“Comfort zone,” 38–40
Communication, 137–42
Companies Online, 197
Company culture
and communication, 137–38
and data orientation, 53–54
and knowledge management,
76–79
Company information, sources of,
197–202
Component elements, breaking
problems down into, 10–11
Constant negotiation, 162
Corporate Affiliations Plus,
198–99
Corporate Information, 192, 199
Corporation Tax Statistics, 190
CorpTech Directory of Technology
Companies, 197
Crenshaw, Omowale, 9–10,
18–19
Crocker, S. Neil, 108
Culture, company. See Company
culture
Current Industrial Reports, 192,
194
Data
gathering the. See Gathering the
data
intuition vs., xv–xvi
understanding the, 85–94
Data orientation (of organization),
53–54
Delegating, 176–77
Designing the analysis, xiv, 31–47
and analytical ability, 32
and analytical priorities, 36–38
and “comfort zone,” 38–40
and forming hypotheses, 35–36
and gut instincts, 32
and identification of key drivers,
33
and seeing the “big picture,”
33–34
triangulation method for, 40–42
and work planning, 32–33,
42–46
and working smarter, 34
Development (of team members),
149–56
Diversity, 132–34
Dorman, Dean, 69, 121, 138
EDGAR, 202
Eechambadi, Naras, 12–13, 39,
118–20, 122
Egon Zehnder, 21
80-20 rule, 37, 86–87
Elevator test, 105, 112–13
EM. See Engagement manager
E-mail questionnaires, 65–67
EmployOn, 79
Encyclopedia of American Industries,
192
End product, generating the,
94–101
Engagement manager (EM), 32–33,
44, 88, 151
Engagements, xii
European Commission, 11
Expectations, setting high, 150–51
Falkowski, Dominic, 21
Farnsworth, Brad, 112
Federal government, 8–9
Fuld & Co. Internet Intelligence
Index, 203
Financial ratios, 190
The Firm, defined, xvii–xviii
FIS On-Line Global Data Direct,
199
Framing the problem, xiv, 1–29
at Africa.com, 8
and application of structure,
2–15
brainstorming as technique for,
16–17
and breaking the problem into
its component elements,
10–11
at the federal government level,
8–9
and forming an initial hypothesis,
15–21
and forming robust hypotheses,
21–28
at General Electric, 4, 7, 13–14
at GlaxoSmithKline, 5–6
issue trees as tool for, 16,
24–28
at Key Corp., 6–7
logic trees as tool for, 11–14
MECE approach to, 3, 6
role of senior management in,
10
Gale State Rankings Reporter, 196
Garda, Bob, 19–21, 106, 108, 123,
170, 182–84
Gathering the data, xiv, 49–82
from company sources, 197–202
at GlaxoSmithKline, 51
from industry resources, 189–96
interviewing as technique for,
60–74
from journal and newspaper
articles, 188–89
and knowledge management,
74–82
research strategies and tools for,
51–57
strategic approach to, 56–57
General Electric (GE), 4, 7, 13–14,
75, 121–22
Gerstner, Lou, xii
Giridharadas, Shyam, 166–67, 184
GlaxoSmithKline, 5–6, 51, 98–99
Goose, Barbara, 152
Grillo, Francesco, 11
Grossman, Evan, 132
Gut instincts, 32
Hemscott.net, 199
Hero, making the client a, 170–71
Hierarchical organizations, 175
High expectations, setting, 150–51
Hoover’s Online, 194–95,
199–200
Hypotheses
and designing the analysis,
35–36
initial, 15–21
robust, 21–28
“I have no idea,” 52
Implementation, xv
Industry averages, 190
Industry classification codes, 191
Industry information, sources of,
189–96
Industry Reference Handbooks,
193
Initial hypothesis, 15–21
International Directory of Company
Histories, 200
Interpersonal Skills Workshop
(ISW), 71, 139
Interpreting the results, xiv, 83–102
and asking “What’s the so
what?” 87–88
Index 215
and creating the end product,
94–101
and 80-20 rule, 86–87, 92–93
and limits of analysis, 90–91
and limits of client’s abilities,
97–99
and performing sanity checks,
88–90
and seeing through the client’s
eyes, 95–97
and understanding the data,
85–94
Interviewing, 60–74
active listening while, 61–62,
69–70
of difficult interviewees, 63
follow-up to, 73
preparation for, 61
sensitivity while, 62, 70–71
structure in, 63–69
tips for effective, 62
Intuition, xv–xvi
Investext, 189, 202
Involvement opportunities, creating,
166–67
Issue trees, 16, 24–28
ISW. See Interpersonal Skills Workshop
Journal articles, 188–89
Katzenbach, Jon, xii
Kenny, Paul, 5, 40–42, 51, 98–99,
120
Key Corp., 6–7, 131
Key drivers, finding the, 33
Keynes, John Maynard, 91–92
Knowledge management (KM),
74–82
and acquisition of external
knowledge, 79
and company culture, 76–79
definition of, 75
at General Electric, 75
at McKinsey, 76–79
and not reinventing the wheel,
76
and quality control, 80
Knuckey, Deborah, 113
Leadership, xv
Leiver, Gary, 69
Lieberman, Kurt, 145
Logic trees, 11–14
Managing, xiv–xv
your client. See Client(s)
yourself. See Self-management
your team. See Teams
Market Share Reporter, 196
Mathews, Sylvia, 8, 98, 162
The McKinsey Way (Ethan M.
Rasiel), ix–x
McKinsey-ites, defined, xvii
MECE, 3, 6, 12, 25, 109
Mentors, 174–75
Million Dollar Directory, 197
Moody’s Manuals, 200
Morale, team, 143
Myers-Briggs Type Indicator, 139
NAICS, 191
Negotiation, constant, 162
Networks and networking, 177–78
Newman, Lee, 140
Newspaper articles, 188–89
North American Industry Classification
System (NAICS),
191
Office of Trade and Economic
Analysis, 193
O’Hanley, Ron, 90, 111, 152
Overcommunication, 140–41
Performance ratios, 190
Personal life, 178–84
Peters, Tom, xii
“Practice Olympics,” 80–81
Presenting your ideas, xiv,
103–25
and achieving buy-in, 116–24
and elevator test, 105, 112–13
need for simplicity when, 105,
113–14
need for structure when,
104–15
and prewiring, 117–21
and tailoring, 121–22
Prewiring, 117–21
Price’s List of Lists, 196
Prism Consulting International,
166
Problem, framing the. See Framing
the problem
Professional life, 174–78
Promises, making realistic, 161
QDT. See Quick and Dirty Test
Questionnaires, E-mail, 65–67
Quick and Dirty Test (QDT),
22–24
Rapid-response culture, 77–79
Reinventing the wheel, 3, 76
Report Gallery, 202
Research, 51–57
and facts, 52, 54–55
industry, 189–96
infrastructure for, 55–56
and organization’s data orientation,
53–54
tips for, 52–53
Results, interpreting the. See Interpreting
the results
Rewards, 146–47
Robust hypotheses, 21–28
Ross, Bill, 4, 7, 13–14, 75, 90, 91,
121–22, 134, 162–63, 176
Rouvelas, Larry, 78, 79
Sakaguchi, Jeff, 13, 36, 81, 84, 96,
170
“Sanitized” reports, 55
Sanity checks, 88–90, 182
Scheduling, 180–81
Search engines, 58
Self-management, 173–86
in personal life, 178–84
in professional life, 174–78
SIC codes, 191
Siggelkow, Rainer, 51
Silver Oak Partners, 69
Simon ben Gamliel, 186
Simplicity, 105, 113–14
Skilling, Jeff, xii
Sonny, Chacko, 37–38
Standard and Poor’s Industry Surveys,
190, 193
Standard and Poor’s Register of
Corporations, 195, 198
Standard Industrial Classification
(SIC) codes, 191
Structure, 2–15
and business ideas, 4–6
of interviews, 64–69
and MECE, 3
in presentation of ideas, 104–15
and recruiting for teams, 134
and role of senior management,
10
and thinking process, 6–9
TableBase, 194, 201
Tailoring, 121–22
Team Evaluation Performance
Reviews, 152
Teams, xiv–xv, 127–57
at Acorn, 146
Index 217
bonding within, 143–49
and communication, 137–42
development within, 149–56
diversity of, 132–34
evaluation of, 151–53
at McKinsey, 128–30
morale of, 143
potential ability in, 131–32
rewards for, 146–47
selecting the right people for,
128–36
setting high expectations for,
150–51
Thomas Register of American
Manufacturers, 195, 198
Triangulation, 40–42
Undercommunication, 140–41
U.S. Industry & Trade Outlook,
194
Value Line Investment survey, 201
Veto, Dan, 54–55, 89, 133
Welch, Jack, 75, 79
“What’s the so what?” 87–88
Whelan, James G., 35
Work planning, 32–33, 42–46
Working smarter, 34
World Market Share Reporter,
196
World War II, 97–98
Wright, Steven, 145
218 Index