Mckinsey Mind Paper

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The McKinsey Mind|
Personal Paper 1|
ENTR 668|
Philip Thoms|
4/13/2012|

Executive Overview
The summary of The McKinsey Mind: Understanding and Implementing the Problem Solving Tools and Management Techniques of the World’s Top Strategic Consulting Firm by Rasiel and Friga does exactly what the title indicates. As stated in the summary it will show one how to: 1. Follow McKinsey’s MECE line of attack

2. Frame business problems to make them susceptible to rigorous, fact-based analysis 3. Use that same fact-based analysis, along with gut instinct, to make strategic decisions. 4. Conduct meaningful interviews.

5. Analyze the data to find the “So what.”
6. Clearly communicate fact-based solutions to decision-makers Key Insights and Implications
1. Insight: MECE (Mutually Exclusive, Collectively Exhaustive) is separating problems into distinct, non-overlapping issues while making sure that no relevant issues have been overlooked. Implication: Recently, there were failures with the Code Blue team arriving to one of our clinics, I believe currently the team I am working with to strengthen up the process is not dividing up the issues distinctively enough and that some relevant issues are being overlooked. 2. Insight: Issue tree which is a type of logic tree in which each branch is an issue or question. Implication: While working with our client, I believe we would have been in a better place if we would have written down all the issues and formed them into an issue tree in order to better attack and solve the issues that arose instead of going rouge on each issue. 3. Insight: Develop a rapid response culture in that all employees must quickly respond to data request from fellow employees and all phone calls are returned within 24 hours (unwritten rule). Implication: Our consulting engagement has (had) a very tight timeline in that certain aspects needed to be completed in a very short time period. Also, with work if...
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