麦肯锡新员工培训手册(英文)

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新员工培教材训手册(内有全部麦肯锡

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 in organization work? SECTION 4 Where can an associate find out more?
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate HanBJECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series 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

新员工入职培训教材英文版

Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
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 “series 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 this 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 24 hours The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm

新员工培训手册(内有全部某咨询公司的工具和方法介绍)英文.pptx

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 in organization work? SECTION 4 Where can an associate find out more?
This document focuses on one 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.
At the end of this 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 24 hours

企业新员工培训手册(英文版)

企业新员工培训手册(英文版)
路漫漫其修远兮, 吾将上下而求索
2020年4月5日星期日
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 “series 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
•This document focuses on one 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.
•At the end of this 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 24 hours

新员工培训必备手册(英文版)

•The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm
•This document focuses on one 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.

新员工培训细则(英文版)

麦肯锡内部培训手册——团队的智慧(合作与分享)

•有重大业绩增量需要;也确实想改善其业绩成果 •成员之间有互补技能;愿意为了共同的目的目标和工作方法而彼此负责
•具有团队具有的一切特点;同时能对成员的个人成长和成功给予极大支持 •团队的能力远远大于个人能力的总和
工作组和团队的差异
工作组
强有力的目标明确的领导人个人负责制工作组的目的与更广的组织任务是一致的个人的工作产品通过有效的会议运行
选择成员
在安然内部大范围挑选人才;以确保人员有所需的技术和职能;同时根据需要请教外部专家提高解决问题的能力
明确的行为规则
例如出席会议的规则;对事不对人的原则;有助于集中注意力承担责任和建立信任
最初的见面和团队领导人的行动
异地开会;提供轻松的环境和气氛领导人需表现出灵活性和勇于承认错误的态度;允许大家畅所欲言;并不失时机地表明团队今后方向
业绩影响
工作组
绩优团队真正团队
潜在团队
伪团队
团队效用
不同群体的特点
LDCL01033T1CBQJ0G1B1f1in2a9lBcJo(rGpB) strategy
工作组
伪团队潜在的团队真正的团队绩优团队
•没有重大的业绩增量要求 •成员之间的相互影响表现在交流信息最佳经验或看法; 也表现在作出决定;帮助每个人尽职尽则上 •没有实际的或真正符合理想的方法;也没有共同的目的业绩目标或共同的生产产品
诞生绩优团队
•探讨工作方法中的不确定问题 •在工作中学习所需的技能 •共同克服障碍，体现友爱和支持
过去公司日益全球化;在共享知识和经验及为客户提供最满意方案方面发生困难
利用团队成为知识和经验共享的枢纽
现在团队已为麦肯锡分布在全球的1/4 客户和咨询人员提供了服务

麦肯锡集团新员工培训手册(英文版)(ppt 91页)

Mck教材insey-新员工培训手册(内有全部麦肯锡的工具跟计划介绍)英文

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 in organization work? SECTION 4 Where can an associate find out more?
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates Associate Handbook
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 “series 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

麦肯锡内部培训手册

中心
知识-建立初创
（如，完全发展的专有技术组）
• 营销科学/市场研究
• CRM
• 渠道管理
• 消费者定价
• 销售管理 • 定价 • 商业对商业营销
• 消费者忠诚度和服务
• 数字化营销
FCG-赞助及整合项目
• 起死回生 • 品牌 • 营销组织 • Yankelovich 项目优势 - 美国消费者项目 • 怎样成为伟大的营销公司
8
营销业务
• 营销是公司客户服务项目的主要业务之一。在1997年的第一季度里，营销研究占公司业务的20%，成长5%。
9
营销研究项目的广泛性反映了我们客户面临多样化的营销挑战
分类的营销研究
以营销关键词分类的业务组成
1997.1月--3月资料来源:FPIS
广告/促销
总体营销
0
消费者服务/满意
63 定价 8
产品/市场战略
34
销售 15
16
18
渠道管理
产品/市场分析
10
营销核心框架
11
介绍
• 营销的目标是通过产品和服务，提供给消费者高价值。 • 为达到这一点，一个公司须为一个用户群选择、提供、交流有特色的价值。 • 价值传递系统充当一个构架，帮助市场者设计所有商业元素，提供给顾客出众的
3
市场营销综述
• 市场营销的使命是帮助客户建立促使盈利增长的营销效率。为实现这一点，本文件提供帮助客户建立、传递和沟通一流的价值方案的思考。
• 几个目标： – 定义营销目标 – 发展产品/市场、品牌树立战略 – 加强关键营销流程 – 加强营销组织能力
• 在如下几方面运用艺术的营销思考： – Branding – Business-to-Business Marketing – CRM（Continuous Relationship Marketing） – Marketing Organization – Marketing Science – Pricing – Sales Force and Channel Management

新员工培训手册(英文版)(ppt 91)

• Durable competitive
Crafting the
45
advantage often rooted in unique organizational
answer
77
capabilities
Evolving players • Many businesses acquiring in-house strategic capability • Making change happen remains the “neglected art”
At the end of this 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 24 hours
The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm

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The contents of this document have been adapted for local training sessions through “Switching Tracks” — OP’s 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 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 moderator’s guide with exercises can be requested from the Firm
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 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.
Organization:
Overview of Core Frameworks
Local Training Module For First-year Associates AssocECTIVE
This Organization Practice(OP) document provides an overview for use in local training sessions for first-year associates. It is part of a “series 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
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 in organization work? SECTION 4 Where can an associate find out more?
McKinsey’s 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 organization.
At the end of this 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 24 hours