【正文】 block radius of a McDonald’s restaurant and then dump it on the franchisee’s desk to show a need for greater cleanliness in McDonald’s vicinity. ? ORGANIZATIONAL DESIGN LEVERS AT McDONALD’S Winning formula Pivotal jobs Design levers Organizational structure Management systems Leadership style Staff Strategy Skills Shared values VISION ?Centralized buying to control fat content ?Hamburger University degree required ?Promotion from within to build experience ?Regular inspections ?Franchise expansion based on high grades on prior inspections ?Many procedural mechanisms aimed at building employee enthusiasm and loyalty ?Hardnosed, rigid attitude on how to run the business ? The design lever clients exercise the most is probably structure. Too often we hope that by tinkering with boxes in anizational charts, we can solve anizational problems. Struct。 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)。 Built by relentless beforethefact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth. 182。The vision is the overriding goal of the anization – the place where strategy, skills, and shared values intersect. It is the single, noble purpose that guides anizational priorities and gives meaning to the daytoday activity of the staff. 182。Organizational structure. An orderly and predictable system to determine who reports to whom and how tasks are divided up and integrated. 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 anizational issues in every engagement? SECTION 2 What frameworks do we use to help our clients improve anizational performance? SECTION 3 What role does an associate play in anization 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 anization. These three elements both reinforce and constrain each other. The best strategy is only relevant if it is operationally and anizationally feasible. The optimal anizational 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 anization ? We only achieve impact when the anizations 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 anization was not changeready or even capable of implementing the strategy we proposed. To ensure that we have impact, we need to consider anizational issues as we devise strat