【正文】 behavior of those holding pivotal jobs close to the front line – ., those who directly affect delivery of value to the customer. 182。Strategy. An integrated set of actions that deliver a superior value to a set of customers with a cost structure allowing excellent continuing returns. 182。 Rejuvenated by welldeveloped people systems. The CEO in these panies is the Chief Personnel Officer. The CEO interacts regularly with the entire leadership group, understands the individual development needs and goals, and leads staffing reviews. ATTRIBUTES OF AN HPO (CONTINUED) Aligned by simple structures and core processes ?Straightforward alignment of authority, accountability, and performance challenges ?Unplicated lines of munication and approval – line to line ?Similar internal structural units and key management processes across the pany ?Minimal critical staff reviews ?Regular calendar of key management processes and munication Based on worldclass pany skills ?Do many things well, but at least 1 functional skill at worldclass petence level underpins strategy ?Also focus on building corporate skill in the way they run the place ?Company key management processes viewed as real petitive advantage Rejuvenated by welldeveloped people systems ?CEO is Chief Personnel Officer ?Clear focus on performance and motivation – successful longterm wealthbuilding programs seem key ?Management processes ensure leaders have ―informed‖ view of key contributors 23 levels down ?CEO leads annual ―staffing review‖ – best people/teams in most critical/demanding jobs ?―Bench strength‖ is a top priority The HPO research found something else mon to the HPOs: all 10 were experimenting with selfgovernance. Selfgovernance in these HPOs means empowerment with accountability. The HPOs share the mon characteristic of involving ―a wide range of ―or ―broad crosssection of‖ employees in driving for improved performance. Their goal is to imbue every employee with an owner’s mindset. Self –governance in these HPOs is different from that practiced in other ―engaged and empowered‖ panies. In HPOs the singleminded objective of empowerment is performance. In the matrix below, the HPOs we studied were all in the top half of the matrix (high performance)。 Energized by an extraordinarily intense, performancedriven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work. ATTRIBUTES OF AN HPO Driven by leader ?Very high performance aspirations held by all key leaders ?Demanding, ―unreasonable‖ CEOs ?Effective working group at top ?Ability to perate to micro level of their businesses ?Singleminded adherence to simple, clear success measuresnot just financial ?Productive ―fear of failure‖ Built by relentless pursuit of beforethefact strategies/vision ?Highly motivating, if not inspiring, ―end‖ state ?Frequently oriented toward industry leadership ?Consistently striving for both profitability and growth ?Passionate defenders of core businesses ?Understanding of how industry(s) works, what customers want, and what petitors can do and how these might change Energized by an extraordinarily intense, performance driven environment ?Demanding, occasionally punishing, work pace。 What change is needed? 182。 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 firstyear module videotape, which municates 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 mentary 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 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 worldclass operations, align the organization. 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. CRITICAL ELEMENTS FOR IMPACT Successful strategy Efficient operations Effective organization We only achieve impact when the organizations we serve are successful in implementing the strategies and operational methods we propose. However, a recent survey of engagements in which clients failed to implement proposed strategies found, in three cases out of four, that the client organization was not changeready or even capable of implementing the strategy we proposed. To ensure that we have impact, we need to consider organizational issues as we devise strategies. We m