【正文】 The increased demand for organizational work impacts associates directly. Associates are drawn into leadership roles on larger teams at an earlier point in their careers. This places greater emphasis on the need for associates to develop quite soon after joining McKinseysuperb team leadership skills. EVOLUTION IN McKINSEY’S APPROACH *Survey of 23 MGMs across the Firm From… To… ? ―The answer‖ ? Solving for the ―answer‖ and the change process ? Managing client teams ? Building client capabilities ? Small, analytically focused teams ––average client team of 3* ? Multiple, highly leveraged McKinsey/client teams —Average client team of 10* ? CEO counseling by senior people ? Coaching and feedback at all levels Before we dive into the organization materials, we should announce one critical caveat: the frameworks you are about to see are only as good as the judgment and insight used to fill them out. The frameworks are often mere checklists, useful tools to ensure you do not overlook a key dimension. The OP can provide interview guides and questionnaires that you can use to flesh out the frameworks, as well as applied examples in a range of settings. However, almost all organizational issues are ―situation dependent‖, and almost all client settings are unique. Your judgment, insight, creativity, and organizational acumen will determine whether you add value in the client setting . A CRITICAL CAVEAT “ Garbage in, garbage out” Organizational practice frameworks ?Checklists ?Surveys, questionnaires ?Applied examples Garbage Good judgment, keen insight, creativity, organizational acumen Garbage Client impact CONCEPTUAL A series of frameworks are available to help clients identify and address organizational limits on effectiveness or obstacles to change. They also point toward solutions. These frameworks help teams answer two fundamental questions: 182。 What change is needed? 182。 How should the client implement the change? The OP has derived a set of six attributes that characterize highperforming organizations(HPO). By assessing whether your client organization exhibits these six attributes, you can diagnose whether an organizational performance gap exists as well. Additionally, the 7Ss will help you identify strengths and deficiencies in the organization. The 7Ss focus teams on aligning structure, staff, systems, and style to promote behavioral change and build skills in pivotal jobholders. By contrasting the required skill set (at both the organization and the pivotal jobholder level) with the current skill set, you can often clarify the organizational gap that exists. You plete the diagnostic by filling out the change board. That exercise helps teams understand the organizational skill deficits or resistance to change so they can deliberately plan to build the necessary skills and willingness to change in the organization. Once the gaps have been identified, the team needs to lay out a change program to close the gaps. The transformation triangle highlights the three critical dimensions of any effective change programtop down, bottom up, crossfunctional. The proper balance among these dimensions depends on the gap, the client setting, and the petitive context. Every change program contains some mix of six fundamental energizing elements. Each must be considered as we design change programs. This section of the handbook will discuss each framework in turn. CORE FRAMEWORKS ① Highperforming organization attributes Vision Performance CEO led People Skills Simple ② 7S framework Winning formula Pivotal jobs Design levers Organizational structure What change is needed? How should the client make change happen? What gaps in organizational performance exist? What organizational challenges exist? What initiatives prise the change program? How do we create energy for the change program? Strategy Skills Shared values VISION Staff Management systems Leadership style ③ Change board Agenda/platform ?Direction setting ?Structuring ?Bottomup energizing ④ Transformation triangle Performance management Vision and leadership munication Organizational infrastructure People development Problem solving process ⑤ Energizing elements The OP undertook a study of 10 highperforming panies, true industry leaders, that we knew very well. The panies had sustained pacesetting performance in their respective industries over 2 decades. These 10 HPOs shared six management attributes, each of which focuses on performance. By paring your client organization to these HPOs, you may identify opportunities to improve your client organization. ① “ HIGHPERFORMANCE COMPANY‖ ATTRIBUTES Driven by leaders Aligned by simple structures and core processes Based on worldclass skills Rejuvenated by welldeveloped people systems Built by relentless pursuit of beforethefact strategies/vision Energized by an extraordinarily intense, performancedriven environment What change is needed? How should the client make change happen? Organizational challenges Initiatives Energizing elements Gaps in performance The first three of the six mon management attributes: 182。 Driven by leaders. The leaders of these panies had very high performance aspirations. For these leaders there was no such notion as ―good enough‖. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs. 182。 Built by relentless beforethefact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. 182。 Energized by an extraordinarily intense, performancedriven environment. HPOs have a demanding, occasionally punishing,