【正文】 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)。 Aligned by simple structures and core processes. HPOs align authority, accountability, and performance challenges. Lines of munication and approval are simple and are mirrored from one division to the next. 182。 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。 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。 What change is needed? 182。Organization: Overview of Core Frameworks Local Training Module For Firstyear Associates Associate Handbook FOREWORD AND OBJECTIVE This Organization Practice(OP) document provides an overview for use in local training sessions for firstyear associates. It is part of a ―series on functional areas.‖ The objective of the series is to introduce McKinsey practitioners to the basics in each of our functional areas of expertise. All the documents in the series are prehensive in nature and describe the current tools and frameworks in that functional area At the end of this document, you can find a section describing a selection of the core documents and handbooks that can give you further details on some of the frameworks descried here. All of these documents are now on PDNet。 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 imple