{"id":3424,"date":"2015-12-08T18:26:01","date_gmt":"2015-12-08T23:26:01","guid":{"rendered":"https:\/\/digital.hbs.edu\/platform-rctom\/submission\/aligning-mckinsey-to-impact\/"},"modified":"2015-12-08T18:26:01","modified_gmt":"2015-12-08T23:26:01","slug":"aligning-mckinsey-to-impact","status":"publish","type":"hck-submission","link":"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/aligning-mckinsey-to-impact\/","title":{"rendered":"Aligning McKinsey to impact"},"content":{"rendered":"

How McKinsey is shifting its operating model to maintain alignment with client service<\/strong><\/p>\n

The operating model of McKinsey is quite simple; it is at its core a human capital driven organization, where its operating model relies heavily upon the recruitment and development of people. From an organizational standpoint, McKinsey puts these people onto teams through a staffing process, which matches those interested in a certain organization or industry with opportunities that are closely aligned with that. Through a multitude of projects with a specific client or industry, consultants are able to garner expertise with regards to what are best practices.<\/p>\n

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In many ways, the way that McKinsey is able to create and capture value is by sending these teams into client organizations, and to be thought-partners and objective thinkers for client leaders. Consulting has been, traditionally, a very human capital intensive business; clients hire McKinsey because they want long-term advisors that will be there for them through major change and transformations, to be the voice of objectivity at cross-roads and decision-making. After all, being a leader in a client organization can be a very lonely job, and that is why historically, McKinsey\u2019s business model of client service through human support has been very aligned with its operating model of human capital recruitment and development.<\/p>\n

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However, over the past few years, McKinsey\u2019s competitors are not only companies like Bain or BCG. McKinsey is now competing against technology companies such as Palantir, who has the power of big data behind them. Client services, as we look ahead, will need to move beyond just human support; it needs to be a combination of teams on the ground and technical solutions that leverage big data, benchmarks, and a whole host of analytical tools. Because of this movement in the market, McKinsey\u2019s historical operating model focused on human capital may not be sufficient for full value capture going forward.<\/p>\n

Recognizing that, McKinsey has started to develop exactly these solutions, targeted at very specific content areas such as pricing, organizational health, sales force effectiveness, etc. The hope is that by developing these specific offerings, McKinsey is able to systematically synthesize learnings and insights on a specific sector or knowledge area, in addition to diversify its client offerings to be much more holistic. This is also interesting because recruiting at McKinsey is starting to shift to be much more diverse, as McKinsey is bringing on engineers, data scientists, and other technical talents to help build out its portfolio of technology offerings. This increased diversity in McKinsey\u2019s talent pool, compounded with the increased diversity in product offerings, is shifting McKinsey\u2019s operating model towards the development of comprehensive, end-to-end client solutions, as opposed to just the development of client-facing teams. After all, McKinsey\u2019s business model still remains to be client service, but solutions-driven client service is the future, which is why McKinsey has shifted its operating model to match that.<\/p>\n

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Nevertheless, at the end of the day, consulting is a people business, because the advisor relationship that clients crave will never go away. Hence, I ultimately believe that going forward, McKinsey\u2019s business model will still center around a strong human capital development model, towards which McKinsey devotes huge resources. McKinsey\u2019s training programs are second to none, and really focuses on a continuous improvement process for its people. Right now, the critical next step is to effectively link up McKinsey\u2019s human capital consulting piece to McKinsey Solutions from an organizational, process, and culture\u00a0perspective. Perhaps it may be challenging to incorporate McKinsey Solutions into the legacy ecosystem of human capital development, but to deliver the most client impact, McKinsey Solutions and McKinsey\u2019s traditional consulting arms cannot just co-exist, but need to be integrated.<\/p>\n

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Sources:<\/p>\n

http:\/\/www.mckinseysolutions.com\/about-us.aspx<\/a><\/p>\n

http:\/\/www.mckinseysolutions.com\/solutions.aspx<\/a><\/p>\n

http:\/\/www.mckinsey.com\/about_us<\/a><\/p>\n

http:\/\/www.mckinsey.com\/about_us\/what_we_do\/our_values<\/a><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

How McKinsey is shifting its operating model to maintain alignment with client service<\/p>\n","protected":false},"author":1002,"featured_media":3439,"comment_status":"open","ping_status":"closed","template":"","categories":[],"class_list":["post-3424","hck-submission","type-hck-submission","status-publish","has-post-thumbnail","hentry"],"connected_submission_link":"https:\/\/d3.harvard.edu\/platform-rctom\/assignment\/the-tom-challenge-tom-winners-and-losers-assignment\/","yoast_head":"\nAligning McKinsey to impact - Technology and Operations Management<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/aligning-mckinsey-to-impact\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Aligning McKinsey to impact - Technology and Operations Management\" \/>\n<meta property=\"og:description\" content=\"How McKinsey is shifting its operating model to maintain alignment with client service\" \/>\n<meta property=\"og:url\" content=\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/aligning-mckinsey-to-impact\/\" \/>\n<meta property=\"og:site_name\" content=\"Technology and Operations Management\" \/>\n<meta property=\"og:image\" content=\"https:\/\/d3.harvard.edu\/platform-rctom\/wp-content\/uploads\/sites\/4\/2015\/12\/Screen-Shot-2015-12-08-at-6.20.41-PM.png\" \/>\n\t<meta property=\"og:image:width\" content=\"412\" \/>\n\t<meta property=\"og:image:height\" content=\"86\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"3 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/aligning-mckinsey-to-impact\/\",\"url\":\"https:\/\/d3.harvard.edu\/platform-rctom\/submission\/aligning-mckinsey-to-impact\/\",\"name\":\"Aligning McKinsey to impact - 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