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The McKinsey Engagemen...
 
by
Paul N. Friga
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The McKinsey Engagement: A Powerful Toolkit for More Efficient and Effective Team Problem Solving

3.32 of 5 stars 3.32  ·  rating details  ·  148 ratings  ·  6 reviews
More than 150,000 McKinsey books sold-countless company problems solved.

A breakthrough guide on problem solving, "The McKinsey Engagement" delivers proven methodologies from the most recognized brand in the business world. Bringing together the solution-centric culture and behavior revealed in "The McKinsey Way" with the top-notch analytical skills taught in "The McKinsey
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ebook, 224 pages
Published August 24th 2008 by McGraw-Hill
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Roman
Author shares his thoughts and impressions after doing some work in McKinsey but mostly after doing a university consulting project. It is good analysis given author's experience in the business, but it hardly qualifies as a must-read or a bestseller.
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Toolkit for better decision making

Businesses and other organizations usually solve their problems through team efforts. The business consulting firm McKinsey has developed special expertise in team-based problem solving and change management. In this book, former McKinsey associate consultant Paul Friga describes TEAM FOCUS, an acronym he had invented to describe McKinsey’s method of problem solving. He integrates this McKinsey-based method with other approaches. getAbstract recommends this hand
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Eduardo
Some good insights here but, not a must-read. In addiction, the reading is quite boring.
Kiran shetty
Very basic Book. Not as good as two other books Mckinsey mind and Mckinsey Way. Somewhere the academician view is shadowing consultants approach. Just average
Paul
Used in Collaborative Problem Solving course at Tuck
Jay
One of the worst books I have ever read.
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“In fact, during my research and interviews with McKinsey alumni, the Talk element of the model was consistently ranked the most important of all interpersonal elements. Why is it that the simple act of talking can cause so many problems in team problem solving? Generally, because we don't have specific Rules of Engagement; because we like to speak more often than we listen; and because we get personally attached to our own points of view.” 0 likes
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