McKinsey Case Study Analysis
McKinsey Case Study Analysis � PAGE �1�
McKinsey Case Study Analysis
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McKinsey and Co. Case Study Analysis
This paper applies the management by objective (MBO) philosophy of Peter Drucker to the case study analysis of McKinsey and Company (McKinsey). Founded in 1926 by James "Mac" McKinsey, a University of Chicago professor, the firm started as an accounting and engineering consultancy agency, which experienced rapid growth. This paper is a plan that outlines key aspects of MBO and how it will have both positive and negative effects when applied to the McKinsey case study.
Mac recruited experienced executives and trained them on an integrated approached he coined as the General Survey Outline (Mintzberg, et al., 2003, p. 319). Over the years, the firm's general approach to consultancy lacked specialized knowledge concerning industry competencies. This paper brings into focus McKinsey's potential to make a paradigm shift, and provides recommendations to implement MBO to increase the organizations effectiveness internationally.
The leaders of McKinsey wanted to transform the firm of practice development, ("snowball making" the internal name) to client development ("snowball throwing"). To achieve this, the concept of general practitioners would have to change in order to keep up with technology and the global marketplace. The paper provides recommendation to aide McKinsey in development, capturing, and leveraging company assets worldwide.
McKinsey and Co. Case Study Summary
The McKinsey and Company case study is a presentation of the management of knowledge and learning by a large consulting firm. The case study discusses the founding and evolution of the company under the direction of a group of professional educators and executives. The company has served as a consultant to elite firms focusing on issues important to top management for 70 years. The long history of the company is described with the addition of tables and charts to depict 20 year growth
McKinsey Case Study Analysis
�
McKinsey and Co. Case Study Analysis
This paper applies the management by objective (MBO) philosophy of Peter Drucker to the case study analysis of McKinsey and Company (McKinsey). Founded in 1926 by James "Mac" McKinsey, a University of Chicago professor, the firm started as an accounting and engineering consultancy agency, which experienced rapid growth. This paper is a plan that outlines key aspects of MBO and how it will have both positive and negative effects when applied to the McKinsey case study.
Mac recruited experienced executives and trained them on an integrated approached he coined as the General Survey Outline (Mintzberg, et al., 2003, p. 319). Over the years, the firm's general approach to consultancy lacked specialized knowledge concerning industry competencies. This paper brings into focus McKinsey's potential to make a paradigm shift, and provides recommendations to implement MBO to increase the organizations effectiveness internationally.
The leaders of McKinsey wanted to transform the firm of practice development, ("snowball making" the internal name) to client development ("snowball throwing"). To achieve this, the concept of general practitioners would have to change in order to keep up with technology and the global marketplace. The paper provides recommendation to aide McKinsey in development, capturing, and leveraging company assets worldwide.
McKinsey and Co. Case Study Summary
The McKinsey and Company case study is a presentation of the management of knowledge and learning by a large consulting firm. The case study discusses the founding and evolution of the company under the direction of a group of professional educators and executives. The company has served as a consultant to elite firms focusing on issues important to top management for 70 years. The long history of the company is described with the addition of tables and charts to depict 20 year growth
References: Francis, J. G., & Bolander, S. F. (1976). MBO and the small organization. _American Journal of_ _Small Business,_ _I_(1),1-6. Retrieved March 8, 2007, from EBSCOhost database. Greenwood, R. G. (1981). Management by objectives: As developed by Peter Drucker, assisted by Harold Smiddy. _Academy of Management Review, 6_(2), 225-230. Retrieved March 8, 2007, from EBSCO host database. Lafley, A. G. (2007). What Drucker taught me. _Leadership Excellence_, 24(1), p. 7. Retrieved March 6, 2007, from ProQuest database. Maciariello, J. (2005). Peter F. Drucker on a functioning society. _Leader to Leader_, 2005(37), 26-34. Retrieved March 7, 2007, from Academic Search Premier database. McKenna, Joseph F. (2006). _Drucker in December_. T & P; Tooling and Production, 72(12), p. 4. Retrieved March 16, 2007 from EBSCOhost Research Database Mintzberg, H., Lampel, J., Quinn, J.B., & Ghoshal, S. (2003). _The strategy process-concepts,_ _contexts, cases._ Upper Saddle River, NJ: Prentice Hall.