1. What to learn from McKinsey

2. Background Strategic components of the enterprise What McKinsey wants
Resources and Capabilities
Portfolio Management
Value-concentrated Management
Ideal-concentrated Management
What McKinsey wants
Deductive thinking
Strong making
Quantitative thinking
Business judgment
Curiosity and Innovative thinking

3. Too much is as bad as too little
How should we approach?
Deductive thinking
Confocal room / LM room / EM room / Histology room…
Strong making
32 RJ45 sockets / 20 Power outlets….
Quantitative thinking
For each person, 2 PC x (15 faculty + 5 visiting) + 5 redundancy….
Business judgment
WindowsPC with iMAC and Sun SPARC for compatibility test….
Curiosity and Innovative thinking
OCR on writing / voice command…

4. Revenue of the enterprise
Long-term business option
(continuous research item)
Pilot study
(prompt start)
Possibility of
The business
itself
Never do it!
Cash Cow
(basic inflow)
Synergy with other items in the enterprise
(contribution to portfolio risk)

5. Blue Ocean Strategy! Shaper Specialist e.g. Coca Cola, Microsoft
e.g. Porsche, Nike
Pathway of IBM
Value of the
enterprise
Geographic incumbents
e.g K-mart
Geographic integrators
e.g. AMACO
Size of the enterprise

6. 7 steps to problem solving
Define the problem
Break the problem into issues
Eliminate all non-key issues
Gather data and conduct critical analysis
Pull together findings and build argument
Tell the story
Periodically revise and re-evaluate

7. Problem solving approach
Impact-driven
Focused
Fact-based
> Logical problem solving > IMPACT

8. Characteristics of good problem statement
A thought-provoking question, not a fact
Keep SMART
specific, not general
measurable
actionable
relevant, keep on focusing
time-bound
focused on what the decision makers need to move forward
debatable (not a statement of fact or non-disputable assertion)

9. Characteristics of good problem statement
Always keep ‘SMART’
specific, not general
All OS should be upgraded to Windows Vista
measurable
Measure all the cell size and calculate the variance
actionable
Clean bench on the 2nd floor
relevant, keep on focusing
Filtered water in each room
time-bound
Figure database for image archiving

10. Logic tree What is a logic tree ? Why use logic tree?
A problem-solving tool that breaks a problem into discrete chunks that are “MECE” (mutually exclusive, collectively exhaustive)
Why use logic tree?
To break a problem into component parts so that:
Work can be divided into manageable pieces
Priorities can be set
Responsibilities can be allocated
To ensure integrity of the problem solving is maintained:
Solving the parts will really solve the problem
The parts do not overlap and there are no gaps (MECE)
To build a common understanding within the team of the problem-sloving framework
To help focus use of frameworks and theories

11. Cut off branches Keep focusing in
Prioritize your effort on what is most important
Helps to ask “so what”… but also to ask what you’ve forgotten
Is the key to working efficiently
Problem
eliminating issues is often difficult because everyone has a favorite analysis ‘critical’ to the effort
Solution
each proponent should ‘dummy’ their analysis
prioritize analysis
involve the whole team in the process
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영향력

12. Collect data and do analysis
Always do deep analysis on selected samples
Documentation
Clarify duty and director
Continuous conversation for sharing vision

13. Build the story
Prioritization matrix

14. What McKinsey looks for
Solving problems
thinking logically, conceptually
demonstrate curiosity, creativity, business judgement, tolerance for ambiguity, feel for numbers
Driving for excellence
Set high aspirations and performance standards
overcome challenges with perseverance
are willing to take risks
Impacting others
Proactively build relationship
influence others’ thoughts and decisions
take leadership
collaborate with others to achieve goals
Personal value
Have positive, “can do” attitude, maturity, and integrity to function as a reliable and trustworthy professional