When Malone walked into the office that first day, the receptionist directed him to his new desk, built for two employees. The other McKinsey executive, Louis V. Gerstner, Jr., who, 25 years later, would rescue IBM, was away,引自第28页How would you fix it? Over time, Malone found that if he interviewed 30 people or so and listened intently, themes would emerge. The best ideas were sometimes hidden, or they were lost on senior executives. By laying the patterns bare, studying in detail the disparate parts—not unlike disassembling a radio—he learned how big corporations don’t work.
It was not rocket science, Malone quickly realized. You simply take the best ideas from anyone who has them, polish them, and serve them up to the chairperson. While at McKinsey, he consulted for Bell New Jersey, IBM, Traveler’s Insurance, and GE, all sectors that would affect his own company years later.引自第29页
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