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THE TEAM FOCUS FRAMEWORK FOR TEAM PROBLEM SOLVING Confidential material from the book: The McKinsey Engagement: A Powerful Toolkit for More Efficient and.

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Presentation on theme: "THE TEAM FOCUS FRAMEWORK FOR TEAM PROBLEM SOLVING Confidential material from the book: The McKinsey Engagement: A Powerful Toolkit for More Efficient and."— Presentation transcript:

1 THE TEAM FOCUS FRAMEWORK FOR TEAM PROBLEM SOLVING Confidential material from the book: The McKinsey Engagement: A Powerful Toolkit for More Efficient and Effective Team Problem Solving Dr. Paul N. Friga

2 Introduction to TEAM FOCUS 2 Source: The McKinsey Engagement by Paul N. Friga A guide for any team problem-solving project Based upon the author’s experiences at McKinsey and research into best practices at other top consulting firms and business schools Note that all of the content you find herein is alive and well at McKinsey, based on my experience and hundreds of interviews, the actual framework presented (TEAM FOCUS) is my new, unique, and hopefully value-adding contribution What is it? A baseline construct of the book published by McGraw Hill entitled “The McKinsey Engagement,” including: 9 Primary Areas (TEAM FOCUS) - for team problem-solving 27 Rules of Engagement - for guiding the teams to success 40 Operating Tactics – for executing best practices What is included? As a checklist of the most important elements of successful team problem solving – includes templates and examples As a source of specific applications, including consulting firm projects, business school field studies/consulting projects, business school case competitions, and executive task forces in corporations – any team problem solving opportunity! How should I use it?

3 Table of Contents 3  The Framework (TEAM FOCUS)  The Rules of Engagement.……………...4  Analytical Process Map…………………5  TEAM (Interpersonal Interaction)  Questions, Rules, and Tactics…….…….…  FOCUS (Analytical Process)  Questions, Rules, and Tactics ………….…  Templates………………………………… Source: The McKinsey Engagement by Paul N. Friga

4 The TEAM FOCUS “Rules of Engagement” 4 Source: The McKinsey Engagement by Paul N. Friga (2008) Talk Communicate constantly Listen attentively Separate issues from people Evaluate Discuss group dynamics Set expectations and monitor results Develop and reevaluate a personal plan Assist Leverage expertise Keep teammates accountable Provide timely feedback Motivate Identify unique motivators Positively reinforce teammates Celebrate achievements Frame Identify the key question Develop the issue tree Formulate hypotheses Organize Develop a high- level process map Create a content map to test hypotheses Design the story line Collect Design “ghost charts” to exhibit necessary data Conduct meaningful interviews Gather relevant secondary data Understand Identify the “so what(s)” Think through the implications for all constituents Document the key insight on all charts Synthesize Obtain input and ensure buy-in from client Offer specific recommendations for improvement Tell a good story FOCUS TEAM

5 The FOCUS Analytical Process Map ConclusionAnalysisData Info Type 1 Info Type 2 Info Type 3 Info Type 4 Key Question Info Info Info Info Hypo- thesis 1 Hypo- thesis 2 Hypo- thesis 3 Finding Finding Finding Insight 1 Insight 2 Insight 3 Recommend Iterate FrameOrganizeCollectUnderstandSynthesize 5

6 Part 1 – TEAM: Interpersonal Interaction – Primary Areas 6 Source: The McKinsey Engagement by Paul N. Friga TalkEvaluateAssistMotivate Evaluate team and individual performance Motivate each person appropriately Talk to each other strategically Assist team members on a regular basis

7 Dilbert may help us understand TALK 7 T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

8 TALK: Key Questions Source: The McKinsey Engagement by Paul N. Friga 8  Who is on the team?  When should we meet?  How should we communicate? T E M A F O U CS

9 TALK: Rules 9  Communicate constantly  Listen attentively  Separate issues from people Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

10 TALK: Tactics 10  Tactic 1: Document and share all contact information for the entire internal and external team, identify the key communication point players (who will contact whom), and the overall scope of the project.  Tactic 2: Agree upon a meeting schedule that matches the nature of the project, but try to meet in person as a full team at least weekly (include the client in some meetings) or daily for one- to two-week projects.  Tactic 3: All meetings should have a clear agenda (or issues to discuss), produce specific deliverables, and result in new action plans.  Tactic 4: Use frequently to keep the team updated on progress and use a brief and consistent format – remember that over-communication is better than under-communication.  Tactic 5: When evaluating pros/cons of issues and ideas, remember to separate the issue/idea from the person (once presented, everyone evaluates the merit without any personal attachment). T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

11 Dilbert may help us understand EVALUATE 11 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

12 EVALUATE: Key Questions 12  What are the individual working styles of team members?  How shall we get along?  Who is responsible for what?  How is everyone doing? Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

13 EVALUATE: Rules 13  Openly discuss group dynamics  Set expectations and monitor results  Develop and reevaluate a personal plan Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

14 EVALUATE: Tactics 14  Tactic 6: Identify the personality types of the team members (including the client) – consider using Myers Briggs.  Tactic 7: Hold a brief, relaxed session at the outset of the project to discuss personalities and working preferences. Keep the dialogue open over the course of the project.  Tactic 8: Be aware of your default tendencies, but incorporate flexibility to deal with different personality types as needed.  Tactic 9: Each team member should identify and document his one or two primary objectives in the project.  Tactic 10: The team should openly discuss and reconcile individuals’ personal objectives.  Tactic 11: Establish procedures for handling disagreements and giving/receiving feedback.  Tactic 12: Hold regular feedback sessions to allow time for improvement. Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

15 Dilbert may help us understand ASSIST 15 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

16 ASSIST: Key Questions 16  What are the key tasks that need to be performed?  Who is responsible for the completion of specific tasks?  What can others do to help in terms of team task completion? Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

17 ASSIST: Rules 17  Leverage expertise  Keep teammates accountable  Provide timely feedback Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

18 18  Tactic 13: First spend at least 1 hour in a general brainstorming session to openly discuss the problem and key issues to explore (see the “Organize” section later in this model).  Tactic 14: Be sure to balance out the load equitably based upon the estimated number of hours to complete the tasks - revisit the assignments after work has begun to ensure continued equitable work distribution.  Tactic 15: Identify and leverage the specific skill set of each team member (and the firm/client, if applicable).  Tactic 16: Include at least one or two key status report meetings with the team (and the client) to review findings, data sources, and work streams.  Tactic 17: On a daily basis, provide an update of individual and team progress to assess opportunities to adjust workload and assignments. Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS ASSIST: Tactics

19 Dilbert may help us understand MOTIVATE 19 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

20 MOTIVATE: Key Questions 20  What are the unique motivators for each team member?  How will we reward ourselves once the assigned tasks have been effectively completed? Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

21 MOTIVATE: Rules 21  Identify unique motivators  Positively reinforce teammates  Celebrate achievements Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

22 MOTIVATE: Tactics 22  Tactic 18: Identify and discuss one primary and one secondary motivator for each person (the source of energy for each team member).  Tactic 19: Give praise for and celebrate each major team milestone; share compliments with team members on a daily basis.  Tactic 20: Have a social gathering after the project is complete. Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

23 Part 2 – FOCUS Analytical Process 23 Source: The McKinsey Engagement by Paul N. Friga Frame the problem Organize Around hypothesis Collect relevant data Understand the “so whats” Synthesize And tell a good story

24 Dilbert may help us understand FRAME 24 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

25 FRAME: Key Questions 25  What are the key questions that we are trying to answer?  What are the parameters of our analysis?  What is our hypothesis? T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

26 FRAME: Rules 26  Identify the key question  Develop the issue tree (MECE)  Formulate hypotheses T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

27 FRAME: Tactics 27  Tactic 21: Identify the key question to drive the project, which should be based upon specific discussions with the client.  Tactic 22: Document this question, the scope, and the high-level plan of attack in an engagement letter.  Tactic 23: Specifically identify the temporal (years under study), geographical, and functional areas for the project.  Tactic 24: Avoid common “ Scope Creep, ” when additional work is added that is beyond the original parameters or is only tangentially relevant. Refer back to the base problem, parameters, and engagement letter to mitigate “ Scope Creep. ”  Tactic 25: Develop a general hypothesis that is a potential answer to the problem at hand.  Tactic 26: Develop supporting hypotheses that must be true to support the general hypothesis (for testing).  Tactic 27: Revisit and revise the hypotheses during the project as data is gathered (prove or disprove them). T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

28 Dilbert may help us understand ORGANIZE 28 T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

29 ORGANIZE: Key Questions 29  What needs to be true for the hypotheses to be correct/incorrect?  What should we not analyze for now? T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

30 ORGANIZE: Rules 30  Develop a high-level process map  Create a content map to test hypotheses  Design the story line T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

31 ORGANIZE: Tactics 31  Tactic 28: Maintain objectivity as the hypotheses are tested during the project.  Tactic 29: Use frameworks as a starting point to identify issues for analysis.  Tactic 30: Explicitly list the types of analysis and related data that the team will and will not pursue (at least for that stage in the project life-cycle).  Tactic 31: Revisit this list if the hypotheses are modified. T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

32 Dilbert may help us understand COLLECT 32 T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

33 COLLECT: Key Questions 33  What data do we need (based upon the questions to answer)?  What primary and secondary sources should we utilize? T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

34 COLLECT: Rules 34  Design “ghost charts” to exhibit necessary data  Conduct meaningful interviews  Gather relevant secondary data T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

35 COLLECT: Tactics 35  Tactic 32: Design ghost charts to exhibit the necessary data relevant to the overall story.  Tactic 33: Always cite the source of data on each chart created.  Tactic 34: Use primary research and especially interview the client personnel – document interview guides ahead of time and share the insights with the team in written form within 24 hours. T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

36 Dilbert may help us understand UNDERSTAND 36 T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

37 UNDERSTAND: Key Questions 37  What are the “ so whats ” of our analysis? T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

38 UNDERSTAND: Rules 38  Identify the “so what(s)”  Think through the implications to all constituents  Document the key insight on all charts T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

39 UNDERSTAND: Tactics 39  Tactic 35: Ask “ so what ” to sort through the analysis to find out what is ultimately important.  Tactic 36: Estimate the impact of the recommendations on the client ’ s operations. T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

40 Dilbert may help us understand SYNTHESIZE 40 T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

41 SYNTHESIZE: Key Questions 41  What is the story (situation, complication, and resolution), and what is the best way to tell it? T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

42 SYNTHESIZE: Rules 42  Obtain input and ensure buy-in from client  Offer specific recommendations for improvement  Tell a good story T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

43 SYNTHESIZE: Tactics 43  Tactic 37: Tell a story – using a very brief situation and complication, followed by the resolution which is the most important aspect of the project.  Tactic 38: Share the story with the client and the team ahead of time to obtain input and ensure buy-in.  Tactic 39: Keep the story simple and focus on the original problem and specific recommendations for improvement – include estimated impact on the organization.  Tactic 40: Have fun! T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga

44 TEAM FOCUS TEMPLATES 44  Talk………………………………………  Evaluate……………………………………47-51  Assist………………………………………  Motivate……………………………………55  Frame………………………………………56-59  Organize…………………………………  Collect………………………………………68-70  Understand…………………………………71-80  Synthesize………………………………… Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

45 TALK: Team Charter 45 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES TEAM NAME : (Be Creative ) CLIENT NAME : (If Applicable ) PROJECT DESCRIPTION : (One Sentence) POTENTIAL ISSUES : (By End of Project) SUCCESS GOALS : (By End of Project) GUIDING PRINCIPLES : (No More Than 3) CONTACT INFORMATION (Include Client Team Members) NameRole Phone (W)Phone (M) Team Member 1 Team Member 2 Team Member 3 Team Member 4 Team Member 5

46 TALK: Letter of Agreement 46 TEMPLATES Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

47 EVALUATE: Individual Development Plan 47 Name :Project : Incoming Strengths & Weaknesses : Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES Special Development Objectives : Results :

48 EVALUATE: Listening Skill Development 48 Source: The McKinsey Engagement by Paul N. Friga TEMPLATES 1. Release your agenda – suspend your communication goals and don’t interrupt 2. Attend to the speaker – orient your body to the speaker, maintain eye contact, watch for non-verbals, reflect the speakers physical attitude 3. Amplify the speaker’s ideas – encourage (verbal and nonverbal), clarify, build 4. Reflect the speaker’s ideas – summarize, paraphrase, contrast and note feelings T E M A F O U CS

49 EVALUATE: Myers-Briggs Profile Scales 49 Extraversion Introversion Sensing Thinking Judgement Intuitive Feeling Perception (Direction of Focus) (Ways of gathering information) (Ways of coming to conclusions, decision making) (Attitude toward the outer world) Source: Fleisher & Bensoussan, 2002 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

50 EXTRAVERSION (E) Is comfortable with people and things; expresses emotions easily, and is friendly, talkative, and easy to know. INTROVERSION (I) Is comfortable with ideas and thoughts; does not express emotions easily and is reserved, quiet, and hard to know. SENSING (S) Uses the five senses to become aware of things, likes precise and routine work, is not comfortable with solving new problems, and takes pleasure in the current moment. INTUITIVE (N) Uses unconscious ideas or associations to become aware of things and likes solving problems, planning for the future, and forging ahead in new areas. THINKING(T) Uses logic, makes decisions based on facts, likes to analyze and organize, doesn’t like to confront or express emotions, and is skeptical when approaching problems. FEELING (F) Likes relationships to work well, enjoys people, is sensitive to others, makes decisions based on values and impact upon people, and is trusting when approaching problems. JUDGING (J) Is orderly and organized, likes to finish tasks, likes to make quick decisions, and likes to make plans. PERCEIVING (P) Is curious, adapts well to change, likes to start many projects but may have trouble finishing them, and may have difficulty making decisions. 50 Source: Fleisher & Bensoussan, 2002 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS EVALUATE: Myers-Briggs Profile Definitions TEMPLATES

51 ParticipantE/IS/NT/FJ/P Your Guess Actual Your Guess Actual Your Guess Actual Your Guess Actual 51 EVALUATE: Your Team Members TEMPLATES Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS

52 ASSIST: Influence Tools 52  There are generally three influence styles:  Passive – soft spoken, gives in, non-threatening  Assertive – states case without going over top, listens but holds firm  Aggressive – uses intimidation, loud vocal or physical gestures  There are at least five different influence tactics:  Stating – states opinion without wavering; does not suggest consequences  Legitimizing – states conclusions and presents supportive evidence  Questioning – uses questions to test assumptions and move a certain direction  Emotional - attempts to link to emotional and personal arguments  Socializing/Friendship – seeks connections to others as motivation for change Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

53 53  Identify interaction opportunities  Learn your default personality (e.g. Myers Briggs)  Learn how to identify others’ types  Understand the influence styles and tactics  Practice using multiple styles/tactics  Understand the importance of ADAPTING to whatever the situation requires ASSIST: Improved Client Interactions Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

54 54  Proposal conversations  Data gathering calls  Data requests  Delivery of results  Follow-up conversations  Social settings ASSIST: Key Client Interaction Opportunities Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

55 MOTIVATE: Motivation Chart 55 Source __ e.g. Financial ___e.g. Recognition ___e.g. Development ___e.g. Contribution Person _____________ Source: The McKinsey Engagement by Paul N. Friga TEMPLATES T E M A F O U CS Motivators

56 56  Context: brief history  Key question: clearly articulated root question  Scope: definition of what is in/out of scope  Timeline: timing by which key milestones must be met  Decision-makers/influencers: who will decide on your recommendations and who influences this decision FRAME: Initial Considerations Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

57 57 Context QuestionDeadline for answer Requirements of a successful answer Out of scopeDecision-makers [ENTER TEXT] Dr. Paul N. Friga – 2008 T E M A F O U CS FRAME: Framing Template TEMPLATES Source: The McKinsey Engagement by Paul N. Friga

58 58 Typical problem-solving approach Gather DataState Findings Draw Conclusions Recommend Actions Define the Problem Develop a hypothesis Gather data Conclude and Recommend A more efficient approach Analyze issues MECE Source: “The Minto Pyramid Principle,” Barbara Minto FRAME: The Analysis Process Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

59 59 [ENTER THIRD-ORDER ISSUE] [ENTER SUB- ISSUE] [ENTER THIRD-ORDER ISSUE] [ENTER SUB- ISSUE] [ENTER THIRD-ORDER ISSUE] [ENTER SUB- ISSUE] [ENTER THIRD-ORDER ISSUE] [ENTER SUB- ISSUE] [ENTER THIRD-ORDER ISSUE] [ENTER SUB- ISSUE] [ENTER THIRD-ORDER ISSUE] Conclusion [ENTER FACT-BASE CONCLUSION] [ENTER QUESTION] Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS FRAME: Issue Tree TEMPLATES

60 ORGANIZE: Process Map 60 Source: The McKinsey Engagement by Paul N. Friga TEMPLATES T E M A F O U CS Phase123 Primary Objective  Frame, Organize, and Collect  Develop a Situational Understanding  Understand  Create a Preliminary Storyline  Synthesize  Finalize Report Deliverables  Work Plan  Preliminary Fact Pack  Interview Summaries  Incorporation example overview (Avon)  Ghost Deck  Interview Summaries  Revised Fact Pack  Executive Summary  Final Report  Appendix Completion Date

61 61 Key lineSupportAnalysis Data source Resp.Date Governing thought T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga ORGANIZE: Content Map TEMPLATES

62 62 [SECOND- ORDERSUPPORTING STATEMENT] [ENTER KEY SUPPORTING STATEMENT] [SECOND- ORDERSUPPORTING STATEMENT] [ENTER KEY SUPPORTING STATEMENT] [SECOND- ORDERSUPPORTING STATEMENT] [ENTER KEY SUPPORTING STATEMENT] [ENTER HYPOTHESIS] T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga ORGANIZE: Hypothesis Structure TEMPLATES

63 63 We should exit the low-end PC business It is not profitable This market will continue to shrink Our other busi- ness do not require us to serve the low- end market Mid-tier will expand Core customers are decreasing Experts predict so Core cus- tomers are decreasing mid-tier will expand Work plan Statement: we should exit from the low-end PC business Key line This market will con- tinue to shrink Support Ana- lysis Data source Resp.Date T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga ORGANIZE: Hypothesis Testing TEMPLATES

64 ORGANIZE: Storyboarding 64  Physical creation of a presentation story by creating a high level outline and ghost charts that capture the key points  It is a tool used by top consulting firms, marketing departments and advertising firms around the world  It focuses energy on what is important, highlights gaps in analysis and results in a more efficient problem-solving process T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

65 ORGANIZE: Storyboard Process Read the case and/or summary of the situation. 2. Organize the data. 3. Develop hypotheses, primary recommendations, and key data support. 4. Develop an outline (high level). 5. Draft “Ghost Pages” 6. Fill in Ghost Pages with data and put extra slides in appendix. T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

66 ORGANIZE: Storyboard Tips Keep the process moving at all times. 2. Make it iterative. 3. Key issue is the weeding of what is not important. 4. CSFs are clarity and impact – “so what”? T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

67 ORGANIZE: Storyline (Sample) 67 Source: The McKinsey Engagement by Paul N. Friga TEMPLATES T E M A F O U CS Executive Overview Topics to Cover (Key Supporting Points) Main Point 1 Main Point 3 Supporting Slide(s) Main Point 2 Supporting Slide(s) Main Point 4 Main Recommendations / Governing Thoughts Supporting Slide(s) Conclusion

68 68 Hypothesis tree Work plan Market will continue to shrink Sales Experts say Core customers Ghost deck COLLECT: “Ghost Decks” T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

69 69 Issue tree 5 Cs 5 forces Value chain Context Customers and Market Company Competitors Collaborators SWOT Strengths Weaknesses Opportunities Threats Suppliers New entrants Rivalry Substitutes Buyers COLLECT: MECE(Mutually Exclusive Collectively Exhaustive) T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

70 COLLECT: Data Sources 70 Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES Yahoo Google ______ Free Sources Lexis-Nexis Hoovers Check all Libraries Databases (free to students) ________ Electronic Databases Have You Tried These Sources?

71 UNDERSTAND – Chart Examples 71 Vertical Bar Chart Line Trends Waterfall Chart Pie Chart Compositions Document structuring Text aslkfdkdsklfj lasdkfj asdlkfj aslkdfj asldh gf aslkfdkdsklfj lasdkfj asdlkfj asl Framework Horizontal Bar Chart Comparison Bar Chart Scatter Plot Relationships/ Comparison T E M A F O U CS Source: The McKinsey Engagement by Paul N. Friga TEMPLATES

72 72 Source: The McKinsey Engagement by Paul N. Friga Sample 1 Units Sample 2 Units TEMPLATES T E M A F O U CS UNDERSTAND: Chart Example Source: Insert Source

73 73 ABC Chart name Units Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

74 74 ABC Chart name Units DEF GHI JKL 100% = 84,586 Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

75 75 Chart name Units BaseAdditionNew baseLess ALess BRemainder Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

76 76 Y1Y2 Y3 Y4 Y5 Y6Y7 Chart name Units Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

77 77 100% = Series name $XX million$YY million $ZZ million Chart name Percentage DEF ABCGHI Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

78 78 ABC 2000 – 2005 annual CAGR = XX% ABC Chart name Units Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

79 79 [ENTER CONCLUSION/ “SO WHAT” HERE ABC Chart name Units [SERIES 1] [SERIES 2] Source: The McKinsey Engagement by Paul N. Friga TEMPLATES UNDERSTAND: Chart Example T E M A F O U CS Source: Insert Source

80 80 Chart name Benefit realization Idea/ Need Proposal Business Case Initiative Design Planning Transition/ Close Step [DESCRIBE PROCESS OR STEP] Execution Implemen- tation Development Step UNDERSTAND: Chart Example Source: The McKinsey Engagement by Paul N. Friga TEMPLATES T E M A F O U CS Source: Insert Source

81 81 Governing thought (answer) Key line (proof) Support (facts) What would have to be true? Use structured logic Try to stay MECE Look from the decision- maker’s perspective SYNTHESIZE: Storyline Logic Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS TEMPLATES

82 82 THE MARKET IS GROWING RAPIDLY Total Market Revenue US$ billions 4.2 Source: XYZ research report; estimate for 2004 from ABC report CAGR = 12% Title = the “so what” Graph name Units Source Any other units specified Less is more … only show essential information Source: The McKinsey Engagement by Paul N. Friga T E M A F O U CS SYNTHESIZE: Final Sample Slide TEMPLATES


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