新員工入職培訓(xùn)教材英文版課件

1、新員工入職培訓(xùn)教材英文版,Organization: Overview of Core Frameworks,Local Training Module For First-year Associates Associate Handbook,新員工入職培訓(xùn)教材英文版,FOREWORD AND OBJECTIVE,This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “se

2、ries on functional areas.” The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are comprehensive in nature and describe the current tools and frameworks in that functional area At the end of th

3、is document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet; and hard copies of them can be requested from PDNet Express, which will deliver them in 2

4、4 hours The contents of this document have been adapted for local training sessions through “Switching Tracks” OPs first-year module videotape, which communicates the basic concepts in a concise and visual way using an actual client The Scandinavian Railroad Company. It is 40 minutes long and should

5、 be presented in 3 short segments. Between these segments, the faculty member runs the attached exercises, adds any commentary he/she considers necessary to clarify the concepts, and provides personal experience on selected topics. A copy of the videotape and moderators guide with exercises can be r

6、equested from the Firm,新員工入職培訓(xùn)教材英文版,This document seeks to answer 4 questions,SECTION 1 Why do associates need to consider organizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve organizational performance? SECTION 3 What role does an associate play

7、 in organization work? SECTION 4 Where can an associate find out more,新員工入職培訓(xùn)教材英文版,McKinseys mission is to have lasting and substantial impact on our clients. To succeed, we need to work all three of the critical elements: choose the best strategy, develop world-class operations, align the organizat

8、ion. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and organizationally feasible. The optimal organizational design depends upon the strategic requirement and the operational methods of the client. This document focuses on one

9、 vertex of this triangular relationship. It would be wrong, however, to believe that you can achieve the impact we seek by focusing on one vertex. We need to consider all three in every study,新員工入職培訓(xùn)教材英文版,CRITICAL ELEMENTS FOR IMPACT,Successful strategy,Efficient operations,Effective organization,新員

10、工入職培訓(xùn)教材英文版,We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose. However, a recent survey of engagements in which clients failed to implement proposed strategies found, in three cases out of four, that the client orga

11、nization was not change-ready or even capable of implementing the strategy we proposed. To ensure that we have impact, we need to consider organizational issues as we devise strategies. We must choose strategies the clients are ready and able to implement or complement our strategy work with investm

12、ent in building the organizations skills so that the organization can step up to the challenge the superior strategy poses,新員工入職培訓(xùn)教材英文版,3 OUT OF 4 STRATEGIES THAT FAIL DO SO BECAUSE OF THE ORGANIZATIONS INABILITY TO EXECUTE,100%=340 responses,Percent,McKinsey recommendations flawed,Client not change

13、-ready or committed,Organization lacked the capabilities to execute strategy,Other,新員工入職培訓(xùn)教材英文版,The demand for organizational work is increasing. Trends in the marketplace and the evolving nature of our clients largely explain this increase in demand. The pace of change in the marketplace is acceler

14、ating . A strategic choice or an operational innovation evokes a rapid reaction from competitor. Rarely can a durable competitive advantage be found in these choices. Rather it is the development of a unique organizational capability with the inherent flexibility and commitment to sustain world-clas

15、s performance that provides durable competitive advantage in these times of rapid change. The clients we serve are changing as well. They have increasingly hired in-house strategic capabilities. Most have built strategy shops close to the CEO. Few, however, have the in-house capability and objectivi

16、ty to do the organizational work required to make change happen,新員工入職培訓(xùn)教材英文版,ORGANIZATIONAL WORK GROWING IN IMPORTANCE,Evolving marketplace Quickening pace of strategic adaptation Durable competitive advantage often rooted in unique organizational capabilities Evolving players Many businesses acquir

17、ing in-house strategic capability Making change happen remains the “neglected art,McKinseys engagement mix Percent of time,Increasing demand for help with organization issues and change management,Source: Survey of 23 MGMs across the Firm,新員工入職培訓(xùn)教材英文版,The recent evolution in our clients has not been

18、 missed by our competitors. Each of our competitors has recently introduced a branded organizational element to their portfolio. Their organizational expertise figures prominently in their marketing campaigns,新員工入職培訓(xùn)教材英文版,COMPETITORS HAVE BRANDED ORGANIZATION TOOLS,新員工入職培訓(xùn)教材英文版,McKinseys consulting

19、approach must evolve as our clients evolve. These changes provoke a shift in the nature of our work and an evolution of the role of the associate on engagements. The increased demand for organizational work impacts associates directly. Associates are drawn into leadership roles on larger teams at an

20、 earlier point in their careers. This places greater emphasis on the need for associates to develop quite soon after joining McKinsey-superb team leadership skills,新員工入職培訓(xùn)教材英文版,EVOLUTION IN McKINSEYS APPROACH,Survey of 23 MGMs across the Firm,新員工入職培訓(xùn)教材英文版,Before we dive into the organization materia

21、ls, we should announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insight used to fill them out. The frameworks are often mere checklists, useful tools to ensure you do not overlook a key dimension. The OP can provide interview guides and questionna

22、ires that you can use to flesh out the frameworks, as well as applied examples in a range of settings. However, almost all organizational issues are “situation dependent”, and almost all client settings are unique. Your judgment, insight, creativity, and organizational acumen will determine whether

23、you add value in the client setting,新員工入職培訓(xùn)教材英文版,A CRITICAL CAVEAT,Garbage in, garbage out,Organizational practice frameworks Checklists Surveys, questionnaires Applied examples,Garbage,Good judgment, keen insight, creativity, organizational acumen,Garbage,Client impact,新員工入職培訓(xùn)教材英文版,A series of fram

24、eworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They also point toward solutions. These frameworks help teams answer two fundamental questions: What change is needed? How should the client implement the change? The OP has deriv

25、ed a set of six attributes that characterize high-performing organizations(HPO). By assessing whether your client organization exhibits these six attributes, you can diagnose whether an organizational performance gap exists as well. Additionally, the 7-Ss will help you identify strengths and deficie

26、ncies in the organization. The 7-Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the organization and the pivotal jobholder level) with the current skill set, you can o

27、ften clarify the organizational gap that exists. You complete the diagnostic by filling out the change board. That exercise helps teams understand the organizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the or

28、ganization. Once the gaps have been identified, the team needs to lay out a change program to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change program-top down, bottom up, cross-functional. The proper balance among these dimensions depends

29、on the gap, the client setting, and the competitive context. Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs. This section of the handbook will discuss each framework in turn,新員工入職培訓(xùn)教材英文版,CORE FRAMEWORKS,High-perform

30、ing organization attributes,7-S framework,Winning formula,Pivotal jobs,Design levers,Organizational structure,Staff,Management systems,Leadership style,Change board,Agenda/platform,Direction setting Structuring Bottom-up energizing,Transformation triangle,Energizing elements,新員工入職培訓(xùn)教材英文版,The OP unde

31、rtook a study of 10 high-performing companies, true industry leaders, that we knew very well. The companies had sustained pace-setting performance in their respective industries over 2 decades. These 10 HPOs shared six management attributes, each of which focuses on performance. By comparing your cl

32、ient organization to these HPOs, you may identify opportunities to improve your client organization,新員工入職培訓(xùn)教材英文版,HIGH-PERFORMANCE COMPANY” ATTRIBUTES,Driven by leaders,Aligned by simple structures and core processes,Based on world-class skills,Rejuvenated by well-developed people systems,Built by re

33、lentless pursuit of before-the-fact strategies/vision,Energized by an extraordinarily intense, performance-driven environment,新員工入職培訓(xùn)教材英文版,The first three of the six common management attributes: Driven by leaders. The leaders of these companies had very high performance aspirations. For these leade

34、rs there was no such notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. Built by relentless before-the-fact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitabil

35、ity and growth. Energized by an extraordinarily intense, performance-driven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work,新員工入職培訓(xùn)教材英文版,ATTRIBUT

36、ES OF AN HPO,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,ATTRIBUTES OF AN HPO (CONTINUED,新員工入職培訓(xùn)教材英文版,The HPO research found something else common to the HPOs: all 10 were experimenting with self-governance. Self-governance in these HPOs means empowerment with accountability. The HPOs share the common characteristic

37、of involving “a wide range of “or “broad cross-section of” employees in driving for improved performance. Their goal is to imbue every employee with an owners mind-set. Self governance in these HPOs is different from that practiced in other “engaged and empowered” companies. In HPOs the single-minde

38、d objective of empowerment is performance. In the matrix below, the HPOs we studied were all in the top half of the matrix (high performance); many were reaching, in addition, for the right-hand side of the matrix(engaged and empowered,新員工入職培訓(xùn)教材英文版,PERFORMANCE AND EMPOWERMENT AT HPOs,新員工入職培訓(xùn)教材英文版,Mo

39、st large companies start out in the lower left-hand corner of the matrix (low performance and command-and-control management approach). We discovered that HPOs that have successfully transitioned to the upper right-hand corner have first achieved high performance and then experimented with and adopt

40、ed empowerment. Empowerment without first establishing a true performance ethic in the company tends to result in continued low performance. If your client falls in the lower left-hand corner of this matrix, it needs to concentrate first on building a true performance ethic. Empowerment, alone, is u

41、nlikely to yield performance improvement,新員工入職培訓(xùn)教材英文版,TRANSFORMATION PATH,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,7-S FRAMEWORK,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,McDONALDS WINNING FORMULA,Vision : to become the leading restaurant chain in the world,Strategy,Shared values,Skills,Convenient Good quality Consistent Family-o

42、riented environment Fair value,Quality control over all aspects of business Superior site selection Continuous new product development Strong promotion of products and McDonalds image,Quality Service Cleanliness price,新員工入職培訓(xùn)教材英文版,Organizations usually change in response to discontinuities either ex

43、ternal shocks (such as deregulation ) or internal changes (such as new leadership) that make it clear that the old , “grooved” way of doing things is no longer winning. The successful ones will create a new winning formula that is based on changes in strategy, newer or stronger skills, and/or shared

44、 values. Contrasting the new winning formula to the old formula identifies and gauges the change that the organization is considering and defines the vision for the change program. A change vision is a creed that summarizes what an organization is trying to become and why. As such, it guides organiz

45、ational priorities by redefining and recombining business objectives, required institutional skills ,and corporate values about what is important around here. A change vision is at the heart of top managements role in improving performance and is often the first step. It provides the vital bridge be

46、tween the initial dissatisfaction with the status quo and the first practical steps taken in a change program the articulation of a clear target that represents something better that is both logically sound and emotionally appealing,新員工入職培訓(xùn)教材英文版,IMPROVING ORGANIZATIONAL PERFORMANCE,Grooved,Redirecte

47、d,Unfrozen,Discontinuities,External shocks New competitors, economics New technologies Deregulation Internal changes New aspirations New leader,Major change through people,New strategy,New or stronger skills,Shared values,CHANGE VISION,新員工入職培訓(xùn)教材英文版,Certain key people in the organization hold positio

48、ns that determine success or failure in instituting a new strategy, skill, or shared value. These people fill what we call pivotal jobs. We will only succeed in implementing the change vision if we succeed in changing the behavior of pivotal jobholders. At McDonalds, for example, pivotal jobs includ

49、e the centralized purchasers of all raw materials for all stores, the store managers, and the hourly employees who take and assemble orders,新員工入職培訓(xùn)教材英文版,PIVOTAL JOBSWhat people must do,What are they ? Positions that have direct impact on delivery of value to the customer. Typically they -Design the

50、product -Make the product -Sell the product Positions that must capably master new skills Where are they? Close to the front line,新員工入職培訓(xùn)教材英文版,In a recent study at a chain store retailer, the change vision included a significant improvement in in-store convenience. Two positions were identified as p

51、ivotal jobs the store manager and the area operations manager. This study employed a contrast analysis in two forms. The first considered each element of behavior and defined how the new behavior would need to differ from current practices. A behavior contrast analysis often proves helpful in defini

52、ng precisely how the pivotal job- holders need to change,新員工入職培訓(xùn)教材英文版,CONTRAST ANALYSISPivotal jobs: store manager, chain retailer,新員工入職培訓(xùn)教材英文版,The second analysis contrasted the percentage of time spent on critical tasks under current practices and envisioned in the future,新員工入職培訓(xùn)教材英文版,CONTRAST ANA

53、LYSIS BY PERCENTAGE OF TIME SPENTPivotal job: area operations manager,100,Merchant/owner,Coach,Player,Admini-straor,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,ORGANIZATIONAL DESIGN LEVERS AT McDONALDS,Winning formula,Pivotal jobs,Design levers,Organizational structure,Management systems,Leadership style,Staff,新員工入職培

54、訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,ORGANIZATIONAL DESIGN LEVERS AT McDONALDS,Winning formula,Pivotal jobs,Design levers,Organizational structure,Management systems,Leadership style,Staff,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,STRUCTURAL OPTIONS,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,CHANGE BOARD,Skill to be built,Modified as appropriate fo

55、r company * E.g., customers, suppliers, trade unions,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,CHANGE BOARD CHAIN RETAILER EXAMPLE,Delivering in-store convenience,新員工入職培訓(xùn)教材英文版,新員工入職培訓(xùn)教材英文版,CHANGE BOARD CHAIN RETAILER EXAMPLE,Delivering in-store convenience,Lock in support,Create shared responsibility for progress,B

56、uild a success model from below,Force awareness of realities,Restructure field organization,新員工入職培訓(xùn)教材英文版,To answer the question, “How should change happen?” , the OP developed the “organizational transformation triangle” that summarizes the three basic management tasks when dealing with change. Thei

57、r relative emphasis may vary, but all three of them have to be managed to achieve fundamental behavioral change,新員工入職培訓(xùn)教材英文版,TRANSFORMATION TRIANGLE,新員工入職培訓(xùn)教材英文版,The well-known GE “workout!” change program included elements from each dimension of the transformation triangle,新員工入職培訓(xùn)教材英文版,GE “WORKOUT,

58、Top-down direction setting/culture shaping No.1 or No.2 in every business “speed, simplicity, self-confidence” Delayering Best practices workshops,Bottom-up performance improvement Town meetings: 2- to 5- day interactive sessions “Brand name” quality processes Operations: unit-by-unit redesign,Core

59、process redesign Project teams to identify cross-functional issues Process mapping,新員工入職培訓(xùn)教材英文版,The client should seek an appropriate balance across all three dimensions of the transformation triangle. Overreliance on any dimension will impede change,新員工入職培訓(xùn)教材英文版,BALANCE ON 3 DIMENSIONS IS KEY,新員工入職

60、培訓(xùn)教材英文版,The OP has defined a wide array of change approaches. Each change approach strikes a unique balance among the dimensions of the transformation triangle. Your challenge is finding the change approach that strikes the balance appropriate for your client situation,新員工入職培訓(xùn)教材英文版,OVERVIEW OF 5 PER