出版社: McGrawHill Education
副标题: Understanding and Implementing the ProblemSolving Tools and Management Techniques of the World's Top Strategic Consulting Firm
出版年: 20011017
页数: 272
定价: USD 32.00
装帧: Hardcover
ISBN: 9780071374293
内容简介 · · · · · ·
在线阅读本书
McKinsey is the 800pound gorilla on the consulting block. In the bestselling The McKinsey Way>/I>, Ethan Raisel provided a throughthekeyhole perspective on the way this worldwide consulting institution approachesand solvesthe myriad professional problems encountered by its highpowered clientele. His goal in that book was simple: to communicate "new and useful ...
在线阅读本书
McKinsey is the 800pound gorilla on the consulting block. In the bestselling The McKinsey Way>/I>, Ethan Raisel provided a throughthekeyhole perspective on the way this worldwide consulting institution approachesand solvesthe myriad professional problems encountered by its highpowered clientele. His goal in that book was simple: to communicate "new and useful skills to everyone who wants to be more useful in their business." The McKinsey Way used recollections and anecdotes of problemsolving techniques of the world's most successful consulting firm. The McKinsey Mind uses the same combination of insider knowledge and lucid prose to go a step farther: where The McKinsey Way showed readers what to do, The McKinsey Mind will show readers how to do it. The outline of the book will follow the same format as The McKinsey Way . It uses the same "lesson headings" as the original ("Don't Reinvent the Wheel," "Feel Free to be MECE"), but with a different focus. And that is where the similarity ends. The headings will be reorganized into a structure that focuses on implementation and expands upon lessons of The McKinsey Way with examples, parables, and exercises. The book can be used together with The McKinsey Way , or as a standalone, ensuring that both fans of The McKinsey Way and new readers will takeaway important skills from the book.
作者简介 · · · · · ·
艾森·拉塞尔（Ethan M. Rasiel）是麦肯锡纽约公司的一名顾问。他的客户包括在金融、电信、计算机和消费品行业中的主要公司。在加入麦肯锡之前，拉塞尔从宾夕法尼亚大学沃顿商学院获得MBA学位，在伦敦的水星资产管理公司担任权益基金经理，同时也是一位投资银行家。
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The McKinsey Mind的书评 · · · · · · (全部 39 条)
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我来写笔记
如流 (努力过得简单而丰富)
Framing the problem: defining the boundaries of the problem and breaking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. Designing the analysis: determining the analyses that must be done to prove the hypothesis Gathering the data Interpreting the results: see whether they prove or disprove the hypothesis and to dev...20170419 17:11
Framing the problem: defining the boundaries of the problem and breaking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution.
Designing the analysis: determining the analyses that must be done to prove the hypothesis
Gathering the data
Interpreting the results: see whether they prove or disprove the hypothesis and to develop a course of action for the clients.
Presenting: structure your presentation so that it communicates your ideas clearly ans concisely and generates buyin for your solution for each individual audience to which your present.
Managing: the problemsolving team must be properly assembled, motivated, and developed; the clients must be kept informed, involved, and inspired by both problemsolving process and the solution; the individual team members must strike a balance between life and career that allows them to meet the expectations of the client and the team while not "burning out".
回应 20170419 17:11 
Shilin (Faith? Hope?)
the concept of MECE (an acronym for mutually exclusive, collectively exhaustive) is a basic tenet of the Mckinsey thought process. Being MECE in the context of problem solving means separating your problem into distinct, nonoverlapping issues while making sure that no issues relevant to your problem have been overlooked.20120625 15:30
the concept of MECE (an acronym for mutually exclusive, collectively exhaustive) is a basic tenet of the Mckinsey thought process. Being MECE in the context of problem solving means separating your problem into distinct, nonoverlapping issues while making sure that no issues relevant to your problem have been overlooked.
回应 20120625 15:30 
Shilin (Faith? Hope?)
<原文开始>Mckinsey's factbased, hypothesisdriven problem solving process begins with framing the problem: defining the boundaries of the problem and braking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. /原文结束>20120625 15:27
<原文开始>Mckinsey's factbased, hypothesisdriven problem solving process begins with framing the problem: defining the boundaries of the problem and braking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. /原文结束>回应 20120625 15:27

Shilin (Faith? Hope?)
<原文开始>Mckinsey's factbased, hypothesisdriven problem solving process begins with framing the problem: defining the boundaries of the problem and braking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. /原文结束>20120625 15:27
<原文开始>Mckinsey's factbased, hypothesisdriven problem solving process begins with framing the problem: defining the boundaries of the problem and braking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. /原文结束>回应 20120625 15:27 
Shilin (Faith? Hope?)
the concept of MECE (an acronym for mutually exclusive, collectively exhaustive) is a basic tenet of the Mckinsey thought process. Being MECE in the context of problem solving means separating your problem into distinct, nonoverlapping issues while making sure that no issues relevant to your problem have been overlooked.20120625 15:30
the concept of MECE (an acronym for mutually exclusive, collectively exhaustive) is a basic tenet of the Mckinsey thought process. Being MECE in the context of problem solving means separating your problem into distinct, nonoverlapping issues while making sure that no issues relevant to your problem have been overlooked.
回应 20120625 15:30 
如流 (努力过得简单而丰富)
Framing the problem: defining the boundaries of the problem and breaking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. Designing the analysis: determining the analyses that must be done to prove the hypothesis Gathering the data Interpreting the results: see whether they prove or disprove the hypothesis and to dev...20170419 17:11
Framing the problem: defining the boundaries of the problem and breaking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution.
Designing the analysis: determining the analyses that must be done to prove the hypothesis
Gathering the data
Interpreting the results: see whether they prove or disprove the hypothesis and to develop a course of action for the clients.
Presenting: structure your presentation so that it communicates your ideas clearly ans concisely and generates buyin for your solution for each individual audience to which your present.
Managing: the problemsolving team must be properly assembled, motivated, and developed; the clients must be kept informed, involved, and inspired by both problemsolving process and the solution; the individual team members must strike a balance between life and career that allows them to meet the expectations of the client and the team while not "burning out".
回应 20170419 17:11

如流 (努力过得简单而丰富)
Framing the problem: defining the boundaries of the problem and breaking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. Designing the analysis: determining the analyses that must be done to prove the hypothesis Gathering the data Interpreting the results: see whether they prove or disprove the hypothesis and to dev...20170419 17:11
Framing the problem: defining the boundaries of the problem and breaking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution.
Designing the analysis: determining the analyses that must be done to prove the hypothesis
Gathering the data
Interpreting the results: see whether they prove or disprove the hypothesis and to develop a course of action for the clients.
Presenting: structure your presentation so that it communicates your ideas clearly ans concisely and generates buyin for your solution for each individual audience to which your present.
Managing: the problemsolving team must be properly assembled, motivated, and developed; the clients must be kept informed, involved, and inspired by both problemsolving process and the solution; the individual team members must strike a balance between life and career that allows them to meet the expectations of the client and the team while not "burning out".
回应 20170419 17:11 
Shilin (Faith? Hope?)
the concept of MECE (an acronym for mutually exclusive, collectively exhaustive) is a basic tenet of the Mckinsey thought process. Being MECE in the context of problem solving means separating your problem into distinct, nonoverlapping issues while making sure that no issues relevant to your problem have been overlooked.20120625 15:30
the concept of MECE (an acronym for mutually exclusive, collectively exhaustive) is a basic tenet of the Mckinsey thought process. Being MECE in the context of problem solving means separating your problem into distinct, nonoverlapping issues while making sure that no issues relevant to your problem have been overlooked.
回应 20120625 15:30 
Shilin (Faith? Hope?)
<原文开始>Mckinsey's factbased, hypothesisdriven problem solving process begins with framing the problem: defining the boundaries of the problem and braking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. /原文结束>20120625 15:27
<原文开始>Mckinsey's factbased, hypothesisdriven problem solving process begins with framing the problem: defining the boundaries of the problem and braking it down into its component elements to allow the problemsolving team to come up with an initial hypothesis as to the solution. /原文结束>回应 20120625 15:27
在哪儿买这本书 · · · · · ·
在哪儿借这本书 · · · · · ·
这本书的其他版本 · · · · · · ( 全部3 )
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谁读这本书?
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订阅关于The McKinsey Mind的评论:
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0 有用 [已注销] 20131202
team内有共通的逻辑思维方式确实好重要啊。不然你说A，别人接下去不说B却说3还振振有词，真是无法一起愉快地玩耍啊。
0 有用 翟墨 20121128
书的意义是告诉你，我们很牛逼，进来工作你就professional了。
0 有用 Bill 20111207
扯吧。
0 有用 Xmas Carol 20150910
未读，重要, mark
0 有用 夏伊 20160221
not all that practical
0 有用 夏伊 20160221
not all that practical
0 有用 Xmas Carol 20150910
未读，重要, mark
0 有用 Totalten 20150413
MECE.可以说是我第二本看完了的全英书。
0 有用 Rouge 20160131
道理都是对的，但大多已在工作中接触领教到了，所以读来比较平淡。而且合适的“度”在哪里还是要靠自己摸索，有些弯路不得不走。
0 有用 Jackie Lin 20150204
Abstraction of the way in analyzing and giving out solution. Great methodology. Found ideas in common with the essence of computer science, interestingly.