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McKinsey Mind
by
The groundbreaking follow-up to the international bestsellera hands-on guide to putting McKinsey techniques to work in your organization
McKinsey & Company is the most respected and most secretive consulting firm in the world, and business readers just can't seem to get enough of all things McKinsey. Now, hot on the heels of his acclaimed international bestseller The McKi ...more
McKinsey & Company is the most respected and most secretive consulting firm in the world, and business readers just can't seem to get enough of all things McKinsey. Now, hot on the heels of his acclaimed international bestseller The McKi ...more
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Hardcover, 240 pages
Published
October 17th 2001
by McGraw-Hill Companies
(first published September 26th 2001)
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I have a Master's Degree in industrial-organizational psychology and am working on a Ph.D. I say this so you will know where I am coming from in this review. This book is filled with jargon that appears to be unique to the McKinsey firm. Much of the book seems to be an advertisement for the firm, indicating that anyone who works for this firm is a superhero in the business world, and only the absolute best of the best (reminiscent of Top Gun) would ever be chosen. I do believe that there is wisd
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This book (which I keep calling "the Minkey Mind" after Peter Seller's character in the Pink Panther) is an illuminating view into the brainwashing and McKinsey-speak that many of America's CEOs and consultants spout without much forethought. While McKinsey's "scientific" approach to problem-solving (break it down into pieces, come up with a hypothesis, test your assumptions) can sound yawningly trite, there are a few McKinseyisms that are worth being aware of. One is MECE ("mee-cee"), for Mutua
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Worth reading. Especially if you are in consulting. I like the beginning of the book especially, and will be turning back to some of those pages for reference.
Thinking logically
The book starts strong by introducing "MECE: Mutually Exclusive Collectively Exhaustive." I use it often in my teams. Think of it as building a decision tree, where you cover every option, and none are overlapping. Each branch in the tree also has more MECE sub-branches. When deciding or investigating something, draw the ...more
Thinking logically
The book starts strong by introducing "MECE: Mutually Exclusive Collectively Exhaustive." I use it often in my teams. Think of it as building a decision tree, where you cover every option, and none are overlapping. Each branch in the tree also has more MECE sub-branches. When deciding or investigating something, draw the ...more
A superficial overview of a superficial process. This is a kind of dated overview of the 1990s McKinsey management consultant, still used by big dumb companies to some extent. There's a bit of obfuscation through special terminology (MECE: Mutually-Exclusive, Collectively Exhaustive, etc.), but really it boils down to "find smart people with limited experience, have them express their thoughts in falsifiable ways (as hypotheses in a scientific sense), then gather data to confirm or falsify those
...more
Most of it was very generic and I thought the writing was quite pretentious, often they would talk around and illude to points without really explicitly saying them.
A person I really cherish, derisively asked me today, "Who reads forewords anyways?"
Answer: I do. And boy, am I glad I read them.
Okay, for this book, I read the preface, not the foreword (yes, there's a difference). And two pages into it, I knew that I would not enjoy the subsequent 200 pages that were to follow.
The McKinsey Mind makes no bones about its utter deification of everything that The Firm does - to the extent of even naming the "uh huh uh huh"s that we make while listening as the "M ...more
Answer: I do. And boy, am I glad I read them.
Okay, for this book, I read the preface, not the foreword (yes, there's a difference). And two pages into it, I knew that I would not enjoy the subsequent 200 pages that were to follow.
The McKinsey Mind makes no bones about its utter deification of everything that The Firm does - to the extent of even naming the "uh huh uh huh"s that we make while listening as the "M ...more
These are the notes that I took when reading the book:
-Thinking MECE (mutually exclusive and collectively exhaustive) helps to avoid jumping to premature conclusions and restricting one’s array of options because MECE thinking forces the consultant to take the whole range of options into account. (p. 6)
-Inductive thinking, or hypothesis-driven thinking, is the most efficient problem-solving approach and used extensively by McKinsey. (p. 15)
-An issue tree bridges the gap between structure and hyp ...more
-Thinking MECE (mutually exclusive and collectively exhaustive) helps to avoid jumping to premature conclusions and restricting one’s array of options because MECE thinking forces the consultant to take the whole range of options into account. (p. 6)
-Inductive thinking, or hypothesis-driven thinking, is the most efficient problem-solving approach and used extensively by McKinsey. (p. 15)
-An issue tree bridges the gap between structure and hyp ...more
Lost interest after 30 pages in.
What's good:
1. Conclusion first, evidence second and hypothesis last consultant presentation style
2. Data and Chart
What lost me:
1. Self promoting advertising book of the company
2. Idealistic old school management style
3. Makes you believe the only way to become the best of the best is to go to top biz school and get into this company working 90 hours a week, forgetting health and personal life.
4. Very little know how and substance
...more
What's good:
1. Conclusion first, evidence second and hypothesis last consultant presentation style
2. Data and Chart
What lost me:
1. Self promoting advertising book of the company
2. Idealistic old school management style
3. Makes you believe the only way to become the best of the best is to go to top biz school and get into this company working 90 hours a week, forgetting health and personal life.
4. Very little know how and substance
...more
Having been a consultant at some point or rather, this book is just the very epitome of what a consultant really is: Someone who 'cons' you out a big, fat fee, and then proceeds to 'insult' you by telling you exactly what you already know.
...more
The thinking in this book is sound, despite it being delivered in a bone-dry package and prose. But its general wisdom should not be discounted; they are a respectable firm, and are worth learning about.
You will not have any life-changing experiences or professional breakthroughs, but in it is a pleasant feeling to know what a top-notch organization feels a more orderly way of thinking and work-related development looks like, as it sets a clear bench-mark for being an effective, well-rounded pro ...more
You will not have any life-changing experiences or professional breakthroughs, but in it is a pleasant feeling to know what a top-notch organization feels a more orderly way of thinking and work-related development looks like, as it sets a clear bench-mark for being an effective, well-rounded pro ...more
Not worth reading if you have read The McKinsey Way already
There are things worth understanding about how Mckinsey solves problems. They are highly intelligent, organized, and principled (possibly with a blind eye towards ethics). This book captures some of the most common practices of McKinsey, however there is a strong element of "Grain of Saltyness" to this book. The author worked at McKinsey for a limited time and ultimately has made is name, not in consulting, but in writing books about consultants. Aside from that, there's an annoying and tone thr
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Interesting but ultimately doesn't really add that much more to the author's previous book "The McKinsey Way".
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Good overview to some of McKinsey's techniques and perspectives. Interesting book gave me a few things to think about, but it's a fairly superficial treatment.
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This is the second book of a trilogy on the project management methods of the consultancy giant McKinsey. The book presents a project methodology on how to solve business problems in a structured project form and also to manage the project team meanwhile. It does not cover The Firms strategic analytic models like the 7S Framework etc. Compared to best-selling precursor to this book, The McKinsey Way, this text focuses more on the methods former McKinsey employees have implemented where they work
...more
This was recommended for a Grad School class on Information Consulting. If you are interested in and new to business information, research and consulting then I would recommend this read. I picked up new tips and strategies on how to look at a problem, research a solution and present to a client. There is no doubt McKinsey is successful at what they do and to have some high level insight regarding how they do it is valuable. They round it out with tips on hiring a team, building your client port
...more
Lots of interesting basics, especially if you want to go from a large corporate (or academic) to "consulting" mindset.
It's a bit dated now, especially with a not-so-subtle "workaholism as a point of pride" vibe, so it requires a bit of reading around that to get the most out of it. (There's a chapter on avoiding over-working, but it's like 'plan an occasional weekend where you don't work both days').
As others have mentioned, the whole book is a bit of what we'd now call 'content marketing' mate ...more
It's a bit dated now, especially with a not-so-subtle "workaholism as a point of pride" vibe, so it requires a bit of reading around that to get the most out of it. (There's a chapter on avoiding over-working, but it's like 'plan an occasional weekend where you don't work both days').
As others have mentioned, the whole book is a bit of what we'd now call 'content marketing' mate ...more
I had high hopes starting this book as a tech talk I watched referenced this firm and a book called the Pyramid Principle as a corner stone of her leadership process. This book is not a substitute for the other which is hard to find a copy of these days. It goes over various argumentative structures at a high level with some examples and quotations but it's just so high level so consistently that unless all of these concepts are new to you, they won't add to your current understanding of breakin
...more
This book shows McKinsey’s approach to break down business challenges, analyze them, generate action plans to solve them. Those skills, marked as McKinsey way, are applicable to more than high-income consultants, but general employees, managers, executives. They are common “best practices”. The author nicely put them together. Those knowledge by themselves are MECE - Mutually Exclusive, Collectively Exhaustive. Among them, MECE principle might be the most important take-away from the book, follo
...more
Introducing you progressively into the McKinsey world, this book is not a manifesto pro McKinsey as some people had anticipated. Conversely, McKinsey is used as an example of best practices from which useful business processes, techniques and management practices can be transferred -with different degrees of success- to the life of any average manufacturing or service company.
In this role former McKinsey employees are key as they explain their earlier experiences trying to implement the McKinsey ...more
In this role former McKinsey employees are key as they explain their earlier experiences trying to implement the McKinsey ...more
I found The McKinsey Mind a much more grounded and practical book than I expected. Yes it is a peek into the minds of two McKinsey-ites but what I loved about it was being able to pick up a couple of different tools and approaches that I could integrate into my existing business practices right now. It was also really interesting to hear how McKinsey alumni handled working in other companies and cultures by adapting some of the methodologies presented. Highly recommended reading - 5 stars.
Its a good book to prepare for interviews as a consultant. After a while you realise that just memorising a heap of stuff and giving cookie cutter answers doesn't really create anything. Especially with AI and the internet, we need people who don't memorise but can create new ideas and ways to see the world. Still, this book helps you to be able to use the right words so you can actually express your ideas. This book is book smart, not street smart.
...more
A fresh start for me to getting into MBB lingo. Too many "McKinsey-izing" in every chapter, especially in chapter 5. The portion of McKinsey alumni is much much excessive. Things I take from this book:
- MECE, thinking legitimately
- 80/20 rule
- Presenting in a simple and logical to convince the audience/client
- Issue tree and hypothesis tree
- Data gathering
- Case interview, Mental math
- Prewire and tailor your presentation
- Team building ...more
- MECE, thinking legitimately
- 80/20 rule
- Presenting in a simple and logical to convince the audience/client
- Issue tree and hypothesis tree
- Data gathering
- Case interview, Mental math
- Prewire and tailor your presentation
- Team building ...more
The book outlines certain principles. At first glance, I thought those are quite common sense. But again, I was told that management consultants consistently work in a manner which is quite “common sense” while others tend to forget at time.
The issue is.. I feel this book more like a promoter for the firm, as described in the book, effective selling by pulling?
The issue is.. I feel this book more like a promoter for the firm, as described in the book, effective selling by pulling?
Super basic summary by a former McKinsey consultant jut like McKinsey Way telling as much about working at McK as could be read on the Wiki-page. Shortly introduces a couple of nice frameworks, but main takeaway will be that instead of reading a book about a company's work and culture it will always be better to just talk with someone who works there than reading about it.
...more
An excellent insight into MBB consulting
This is a worthwhile read for anyone considering a career in consulting. It provides a road map of the mind set and skills one needs to be a successful career.
It also offers advice on dealing with the demands of being a consultant and the impact it can have on life outside of work.
This is a worthwhile read for anyone considering a career in consulting. It provides a road map of the mind set and skills one needs to be a successful career.
It also offers advice on dealing with the demands of being a consultant and the impact it can have on life outside of work.
Mar 06, 2022
Gian-Thu Ho
rated it
really liked it
·
review of another edition
Shelves:
nonfic-business
see detailed takeaways in your own summary, Thu!
A structured guide to problem-solving in a McKinsey approach.
- Framing the problem
- Designing the analysis
- Gathering the data
- Interpreting the results
- Present your ideas
Also, some recommendations on Managing - your team, your client, and yourself.
A structured guide to problem-solving in a McKinsey approach.
- Framing the problem
- Designing the analysis
- Gathering the data
- Interpreting the results
- Present your ideas
Also, some recommendations on Managing - your team, your client, and yourself.
Probably dated, but included decent introduction to MECE framework and use of qualitative interviews for building a mental corpus quickly. Also appreciated the push to start from a hypothesis rather than wandering around in your data.
Good
Interesting, and occasionally inspiring. However, I wish we could get a deeper version with more examples and/or cases. I’d recommend it as an inspirational tool.
Interesting, and occasionally inspiring. However, I wish we could get a deeper version with more examples and/or cases. I’d recommend it as an inspirational tool.
Interesting book about McKinsey's methods. Practical tools for use in consulting / consultative sales. Does not make you want to work for "the Firm"
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Ethan M. Rasiel was a consultant in McKinsey & Co. s New York office. His clients included major companies in finance, telecommunications, computing, and consumer goods sectors. Prior to joining McKinsey, Rasiel, who earned an MBA from the Wharton School at the University of Pennsylvania, was an equity fund manager at Mercury Asset Management in London, as well as an investment banker.
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