陳政成管理顧問

如果說到全球最具聲望的企管顧問公司，那就一定是「麥肯錫」（McKinsey & Company）。這家收費昂貴、卻從不作廣告的明星企業，長年位居美國MBA最想進入工作的企業榜首，長久以來，全球頂尖大企業付費給麥肯錫的顧問，為他們思考問題，提出解決方案。到底這家以思考聞名的企業，如何破解問題？ 管理大師大前研一曾將顧問工作簡述為：為企業找出他們自己無法解決的問題，並且提供解決對策，然後再對委託的企業進行提案。
他又以較為幽默的口吻說，「顧問公司的業績，來自企業缺乏解決問題的能力」。
曾任職於全球首屈一指的顧問公司麥肯錫（McKinsey & Company）長達20餘年的大前研一，根據自身曾為數千個企業個案進行指導、診斷及進言的經驗，創造出解決問題的邏輯思考法，寫成了《思考的技術》一書。他認為，有了的邏輯思考方法，不但可以導出正確的解答，而且對於任何性質的工作都是有效的。 　在1990年代空降IBM、帶領藍色巨人轉虧為盈的路‧葛斯納（Louis Gerstner），也是麥肯錫出身，他在《誰說大象不會跳舞》（Who says elephants can’t dance?）一書中寫道，他在麥肯錫學到了人人都可自由參與解決問題，不問位階為何的做法，但在離開顧問業，進入大型企業組織後，卻發現這種開誠布公地交換意見的風氣並非易事，因而立志要「建立一個既允許層級的存在、又能匯集眾智共同解決問題，而且不管參與者位階為何的組織。」
雖然一般人在一生當中，可能根本碰不到一次被迫要解決攸關公司生死大問題的機會，但類似的疑問，卻時常會在工作中或生活上發出。
麥肯錫台灣分公司副董事林璟驊就說，麥肯錫的顧問常常得在第一天接觸到客戶的問題時，就被上司要求提出「首日答案」（Day 1 Answer）。
出於直覺地，顧問們心中難免浮出「我怎麼會知道」的驚嘆，但往往就在時間壓力的逼迫下，麥肯錫顧問必須在極短的時間內，將事物抽絲剝繭、再合併彙整，加上團隊的腦力激盪，最終提出了解決問題的初步假設及方向。 　解決問題當然不能僅憑一時的想法，但是如果麥肯錫的顧問可以在「第一天就提出答案」，或是在「第一次會議時，就將問題解決」，那絕不是因為他們很神，而是在工作的要求及鍛鍊之下，他們早已練就透過一套有系統的方法及步驟，運用科學方法和邏輯思考，以導出合理且正確的答案。
有關麥肯錫如何解決問題的流程，林璟驊根據工作所累積的經驗及心得，歸納出7個步驟：

第一步：界定問題（problem definition）

麥肯錫任何一個跟客戶之間合作的案子，都是始於界定問題，亦即釐清問題的範疇或脈絡，其中包含了幾個要素：有待解決的問題是什麼？服務的對象是誰？誰又是必須做決策或採取行動的人？決策者的需求或關切的問題是什麼？在解決問題的過程中，是不是有什麼樣特殊的考量或限制？
決策者會以什麼樣的標準來評量解決方案的成敗？
客戶必須在哪個時程內得到答案？以及客戶所需的答案必須精準到什麼程度等等。
伊森‧雷索（Ethan Rasiel；曾任職麥肯錫紐約辦事處）在《專業主義：麥肯錫的成功之道》（The McKinsey Way）一書中指出，「在麥肯錫，我們發現客戶……並不能清楚明白自己的麻煩出在哪裡。」
因此，要確定自己所接下的案子，是否就是問題真正重點的唯一方法，就是更深入地蒐集資料、深入研究、發出疑問、四處探索，然後提出一份「問題陳述」（problem statement）。
最重要的是要和客戶溝通清楚，確定真正有待解決的問題之後，才開始進行案子。

第二步：建立問題的架構 （problem structuring）

在大致界定完一個複雜的議題或問題之後，接著便是運用結構化的圖表（最常用的就是邏輯樹狀圖），將之拆解成一系列清晰、全面且易於操作的子議題，或是提出以事實為基礎的假設（亦即根據手上與問題相關的有限事實，在未做更進一步研究之下所獲致的結論），並且提出足以支持假設的論點。 範例 1 問題：飯店業者該如何做，才能提升收益？
範例 2 問題：製毯業該如何做，才能增加利潤？

第三步：排定優先順序（prioritization）

任何委託麥肯錫協助的高階主管都會說：「時間寶貴。」一方面是時間緊迫，另一方面則是「麥肯錫顧問的價碼真的很貴」。因此，麥肯錫發展了許多技巧協助團隊快速將原始資料轉化為具有實用價值的建議。
然而，當時間和資源有限時，要顧及全面便顯得不符效益。所以，進展到這個階段時，就要排定議題的優先順序，找出對於解決問題最具影響力的因素，並將注意力集中於此，同時剔除掉「較不關鍵的議題」（non-critical issues）。
例如，在考量是否有機會能夠提升A公司的獲利能力時，儘管總共列出了10項可能可以增加收益或降低成本的做法，但是在加入了「對於財務表現的實際影響」及「執行的難易」這兩個判斷標準之後，便可以更進一步確認重點項目，以及哪些在優先排序上是可以放在後面再考慮的。

第四步：議題分析（issue analysis） 　

在確認了優先考量的議題，或是形成了對於問題解決方案的假設之後，接著便是展開分析，以佐證或駁斥你所提出的議題或假設。在議題分析這個階段，認清哪些分析作業是非做不可，而且可以得出最多有力證據，也是非常重要的。
一旦決定了分析作業的優先排序之後，接著就要開始蒐集所需的資料，以和議題或假設進行比對或交叉分析。麥肯錫顧問的特色之一就是重視事實，因此資料的蒐集和取得，便是分析議題時的重要依據。除了蒐集內部報告、產業報告、統計資料之外，麥肯錫顧問也常透過實地訪談方式，汲取重要資訊。資訊的來源固然很多，但關鍵仍在於資訊的相關性、品質及正確性上。
至於分析作業進行的順暢與否，則與工作規畫內容的詳盡程度有關。伊森‧雷索指出，一份完善詳盡的工作規畫，必須基於你在建立假設時，所列出的所有議題與子議題，並且包含以下要素：
˙ 為了推測答案所做出的假設。
˙ 證實或推翻此假設所需進行的分析作業，並依優先順序來列。
˙ 進行分析時所需的資料。
˙ 所需資料的可能來源（如官方統計數據、焦點團體或訪談等）。
˙ 簡短說明藉由分析所可能產出的成果。
˙ 蒐集資料或進行分析的負責人。
˙ 完成作業的期限。
Step 1 界定問題
Step 2 建立問題的架構
Step 3 排定優先順序
Step 4 議題分析
Step 5 彙整
Step 6 說故事
Step 7 簡報 一個循環的迴路 個人必修題 從「思考，是一種習慣」做起 說起話來慢條斯理、條理分明的林璟驊，態度很和善從容，因而散發出一股敏銳卻不尖銳的氣質。在被問及麥肯錫的顧問或他個人是否有什麼特殊訣竅，得以迅速撥開問題的迷霧，直抵其核心及本質時，他想了一下，緩緩說出：「我覺得這是一個習慣。」
而這個習慣，就是在日常生活中，碰到各式各樣問題時，都會自然而然地想要追根究柢，然後融會貫通。　大前研一在《思考的技術》一書中提及，他是在對於顧問工作一無所知的情況下進入麥肯錫，因而只能比別人加倍努力，其中一項就是「思考路徑的訓練」。
利用每天早上28分鐘的通勤時間，大前研一都會給自己出一個題目，思考如何解決問題。例如，看到垂吊式車廂廣告，就構思「如果這家廣告公司的社長，要我協助他們提升業績，我該怎麼做？」習慣思考的腦袋，轉速日益變快，很快地，他就從每天一個題目，進展至每隔一個車站就可以思考一個新題目。
我們或許以為，麥肯錫的顧問們個個天資聰穎，但是，他們都沒說思考是一種天賦，而是一種習慣、一種訓練，只要你反覆練習。

第五步：彙整（synthesis）

再多的資料與分析都是不夠的，因為麥肯錫的價值在於如何從分析中找出結論，並且為客戶發展出最有效的建議，以及可達成目標的行動方案。相較於其他步驟，彙整這個步驟顯然是最困難、但也最關鍵。林璟驊說，「彙整不是數學，而是經驗和藝術。」 　伊森‧雷索在訪談多位前麥肯錫顧問關於資料解讀與彙整之後，得出了以下結論：
˙ 時時自問「這樣做又如何？」：亦即這樣做的意義何在？要如何改進？
˙ 進行合理性檢查（sanity check）：這個做法並沒有什麼標準答案，目的是要在得出結論前，再仔細檢查分析作業及成果，以快速確認某項分析是否在可行的範圍之內，抑或是否會對組織會產生重大衝擊？
˙ 切記分析的效能是有限的：這並非要捨棄分析不用，而是建議讓經驗和直覺與分析相輔相成，以得出更完善的解決方案。 林璟驊特別強調，彙整不是摘要，例如，從「我弄丟鑰匙」「我的護照不是放在我認為的那個地方」「我晚了兩個月報稅」等事實，我們可以總結出「我搞丟了鑰匙和護照，而且晚報稅」，但是彙整之後則可能是「我很懶散」。

第六步：構思故事情節（storylining）

解讀和分析資料之後所彙整出來的最終成果，當然是要呈現給客戶。而從解讀的資料中所綜合出的故事，就是這些資料在你心中所代表的意義。
因此，你所說的故事，就代表了你想讓客戶知道全部事實裡的哪些部分，無須將所有事實都加進故事裡。這就好像依據同樣的事實，但說故事的巧妙各有不同一樣，唯一相同的是，終極目標都是要解決問題，提出能為客戶帶來最大利益的建議。
林璟驊提供了兩個建構故事情節的方法：
第一個是利用「情境」、困難和解決方法的架構，依序描述出問題的情境、改善情況、所遭遇的困難，以及提出可能的解決路徑。
第二個則是利用金字塔架構（pyramid structure），在最上層列出所要傳達訊息的中心思想或主要的明確主張，然後在下層列出佐證或支持的資料。

第七步：簡報成果（presentation）

向客戶發表建議，是麥肯錫解決問題循環迴路裡的最後階段，亦即以條理分明的簡報架構，讓客戶或重要的決策者採信或接納最終的成果。
顧名思義，「簡報」就是以簡潔明快的方式，讓聽眾融入你的邏輯思考。因此，麥肯錫顧問在簡報時，都會把握「一頁簡報只傳遞一個明確主張或論點」的原則，並且將支持論點的數據或資料製成圖表、加以具象化，讓聽眾透過一頁頁簡報，進入他們所建構的故事。
而一個論點佐以一個圖表的搭配，不但可以讓聽眾相信簡報內容所提出的論點是有數據佐證的，無形當中也增加了說服力。 藉用經驗，內化為自己的顧問力
企業通常是在碰上了內部無法解決的問題，才會找上外部的顧問；個人往往也會在碰到無法克服的瓶頸時，尋求良師益友的傾聽或建議。但是，身處在競爭及激變的時代裡，無論是企業或個人所遭遇的問題，勢必只會更多、不會更少，如果事事都要求助外力，個人或組織的成長將永遠停滯不前。
無論是從大前研一或葛斯納身上，我們都看見了麥肯錫在面對商務困境時的思考模式和解決之道，即使出了麥肯錫以外的環境，依舊適用，甚至已經內化成為麥肯錫人的價值觀和習慣。
在日常生活或工作上，我們碰到的問題或許不像麥肯錫所經手的那麼龐雜艱難，但是我們可以學習以同樣的邏輯思維來面對每一個問題，試著將麥肯錫口中的「客戶」，換成是自身所處的組織、每天必須面對的老闆，透過不斷地演練麥肯錫拆解問題的模式或流程，開發及培養自己的顧問力！
企業必修題 麥肯錫拆解問題的5大利器

1. 以事實為基礎
伊森‧雷索在《專業主義：麥肯錫的成功之道》一書中指出，麥肯錫解決問題的方式都是以事實為起點。從接下案子的第一天起，專案小組的成員便會翻遍所有文件資料及內部研究檔案，蒐集足夠的事實元素，以便在召開第一次小組會議時，為其所負責的部分進行解說。
「事實」之所以在麥肯錫的運作上扮演如此重要的角色，原因有二：
首先，事實元素可以彌補直覺猜測的不足，麥肯錫人固然知識廣博、經驗豐富，但是卻未必精通各個專業領域，因此寧願先看事實資料後，再進行其他步驟；
其次，事實資料能補強問題分析的可信度。尤其是初出茅廬的小顧問，必須要能提出強而有力的事實資料做為後盾，才能說服大企業的執行長（情況類似於一名低階經理向上司提出企畫案）。 　在蒐集事實時，一項重要的方法便是進行實地訪談，藉此整理出比企業高階主管所知道的更為詳細的業界最新資訊及其公司資料，然後再以這些資料為根本，適時地放入提案之中，自然較易獲得採納。誠如大前研一所言，「有事實為證的建議，魅力無可擋。」

2. MECE原則 　
MECE（發音為〔me-see〕）是麥肯錫解決問題過程中的必要條件，是「彼此獨立，互無遺漏」（Mutually Exclusive, Collectively Exhaustive）的縮寫。MECE並非一套方法論，而比較接近於一個檢核的機制，讓麥肯錫的顧問在針對議題或問題進行分析時，能夠做到不重疊、不遺漏的分類，藉此有效把握問題的核心。 　無論是在界定問題或提出建議方案，把握MECE的原則都很重要。
假設你針對某個問題提出了3個解決方案，便可以MECE為檢驗標準。首先，檢查方案與方案之間是否有重疊之處（例如，「重新規畫產品的生產過程」和「降低產品的單位成本」是要歸在同一類，還是各自列出？），如此可確保方案之間的「彼此獨立」；接著則是檢查各個解決方案是否包含了所有的相關議題，以確保完全沒有遺漏任何項目。

3. 邏輯樹狀圖 （Logic Trees） 　
邏輯樹狀圖是常見的問題成因及對策分析法，特色在於其簡便和系統性，可用來拆解問題成因和檢討因應對策的架構及內涵。應用邏輯樹的主要目的在於將特定問題拆解成一組「子議題」（sub-issues），不但有助於釐清問題的根本要素，同時還能讓負責解決問題的團隊或個人，建立起一個清晰的「問題架構」。
在麥肯錫，最常採用兩種類型的邏輯樹狀圖，分別是「議題樹狀圖」（issue tree）和「假設導向樹狀圖」（hypothesis-driven tree）。
前者著重在「什麼」（what）或「如何」（how）的層面，後者則著重於「為何」（why）的層面。因此，雖是同樣的架構，卻可用在不同的階段和目的，而每一個分支都要把握MECE原則，做到「彼此獨立、互無遺漏」。

4. 設定假設基調（initial hypothesis） 　
伊森‧雷索指出，假設基調的菁華在於，「著手進行之前，先想出解決方法」。乍聽之下，這似乎有點本末倒置，但是卻有助於節省時間和做出更有成效的決策。
假設基調是由事實資料和完整的架構組合而成。在接手一件案子時，麥肯錫顧問會先盡可能消化相關的事實資料，找出問題最關鍵的影響因素——即關鍵驅動點（key drivers），然後據此提出建議方案。
但是這並非意指處理完所有資料之後，再提出最後的解答，而是先假設一個狀況或做法，接著再加以驗證。如果假設對了，就可以確信自己走對了路；如果錯了，也可以迅速排除。
面對複雜問題時，假設基調可以快速穿越問題所形成的迷宮，依賴手邊現有的資訊，開始籌畫解決方案；更重要的是，藉由假設的驗證與推翻，不但能使得個人或團隊避免走上錯誤的方向，更可以迅速聚焦於可行的做法上。

5. 80/20法則 　
80/20法則是由義大利經濟學者帕列托（Vilfredo Pareto）於1897年所提出。在商業世界裡，常見的80/20情況包括：20%的產品或20%的顧客，占了約80%的營業額；庫存裡的80%，通常只占獲利的20%。
在麥肯錫，80/20法則主要用於處理資料，例如，當你發現公司裡20%的業務員，就能創造出80%的營業額時，你應該立即反問為什麼會有這種現象，同時去了解該如何讓其他人達到一樣的業績。
善用這個法則，有時候能夠直接導引出深入的觀察，有時則會讓你產生新的疑問或進行新的分析，以整合事實的全貌。 　除了處理資料之外，80/20法則也可用來排定工作的優先順序。
例如，將能力最強的人力安排從事最重要80%的工作，或是將你利用20%的分析所獲得的80%的建議，排定出優先順序，並將注意力及人力放在能對客戶產生最大功效的建議上。

When it comes to the world's most prestigious business management consultancy firm, it must be "McKinsey" (McKinsey & Company). This fee is expensive, but never a star enterprise for advertising, for many years among U.S. MBA most businesses want to get into work top, a long time, the world's leading large enterprises paid to consultants McKinsey for them to think about the problem and propose solutions. In the end to think about this famous enterprise, how to crack the problem? Management guru Kenichi Ohmae was the consultant outlined as follows: for enterprises to find their own can not solve the problem and provide solutions to countermeasures, and then entrusted to the enterprise proposal.
He used a more humorous tone, "Consulting the company's performance, from enterprises lack the ability to solve problems."
Worked at a leading global consulting firm McKinsey (McKinsey & Company) for up to 20 years of Kenichi Ohmae, who according to their own guidance to thousands of business cases, diagnosis and experience into words, to create a method of logical thinking to solve problems , wrote the "thinking technology," a book. He believes that, with the logical way of thinking, not only can export the correct answer, but also for the work of any nature are valid. In the 1990s airborne IBM, led the turnaround of the road Big Blue ‧ Ge Sina (Louis Gerstner), also McKinsey origin, in his "Who Says Elephants Can not Dance" (Who says elephants can't dance?) wrote that he learned at McKinsey everyone can freely participate in solving the problem, do not ask why the rank of practice, but leave the consultant industry into large organizations, they found such a frank exchange of views on the atmosphere is not easy to It therefore determined to "establish a presence allows both levels, but also brings together Trimaran solve problems together, and no matter what rank participant organizations."
While most people in the lifetime, may simply not touch a life and death are forced to solve big problems relevant to the company's opportunity, but similar questions, but often at work or social issue.
McKinsey Taiwan Branch Lin Jing Hua, deputy director said, McKinsey consultants often have to come into contact with the first day of the customer's problem, they were requested by the supervisor "on the first day the answer" (Day 1 Answer).
For intuitively, consultants mind inevitably surfaced "how do I know" amazing, but often forced by the pressure of time, McKinsey consultants must be in a very short period of time, will things unraveling, then merge collection, plus team brainstorming and eventually proposed to solve the problem of the initial assumptions and orientation. Alone can not solve the problem, of course momentary idea, but if you can McKinsey consultant "on the first day made answer," or "at the first meeting, it will solve the problem," it is not because they are gods, but in the work requirements and training under their already acquired through a systematic methods and procedures, the use of scientific method and logical thinking to derive reasonable and correct answers.
How to solve the problem about the process of McKinsey, Lin Jing Hua according to the work experience and accumulated experience, summed up seven steps:

The first step: defining the problem (problem definition)

Any one with McKinsey cooperation between the customer's case, all began in defining problems, namely to clarify the scope of the problem or context, which includes several elements: What is the problem to be solved? Services who is the object? Who is required to make decisions or take actions of man? Policymakers need or concern is what? In the process of solving the problem, is not there any kind of special considerations or limitations?
Decision-maker in what criteria to assess the success of the solution?
Customers must get an answer within the time-which? And customers need to be precise answer to what extent and so on.
Ethan ‧ Progreso (Ethan Rasiel; worked in McKinsey's New York office) in the "professionalism: McKinsey's success" (The McKinsey Way) in his book, "At McKinsey, we found that customers did not know ...... understand their troubles went wrong. "
Therefore, to determine their own take over the case, whether the problem is really the only way to focus is to collect more in-depth information, in-depth research, issued a doubt, four exploration, and then submit a "problem statement" (problem statement).
The most important thing is to communicate clearly and clients to determine the real issues to be resolved before we begin the case.

Step Two: Create the structure problem (problem structuring)

After a broadly defined in the complex issues or problems, then that is the use of a structured chart (the most commonly used is the logical tree), the dismantling of a series of clear, comprehensive and easy-to-child issues, or proposed fact-based assumptions (that is relevant to the issue under the hands of a limited facts, without making further conclusions stemming under study), and sufficient to support the hypothesis put forward arguments. Example 1 Problem: hotel industry what to do, in order to enhance revenue?
Example two questions: what to do felting industry to increase profits?

The third step: prioritizing (prioritization)

Any assistance commissioned McKinsey executives will say: "Time is precious." On the one hand is pressed for time, the other is "really expensive price tag McKinsey consultants." Therefore, McKinsey developed many techniques to help teams quickly the raw data into the proposal of practical value.
However, when time and resources are limited, it appears to be inconsistent with regard to comprehensive benefits. Therefore, the progress to this stage, it is necessary priority scheduling issues, identify the problem of the most influential factors, and the focus here, and weed out the "less critical issue" (non- critical issues).
For example, in considering whether there is an opportunity to enhance the profitability of Company A, although the total list of 10 may be able to increase revenue or reduce costs approach, but added "the actual impact on the financial performance" and "execution Difficult "After these two criteria, we can further identify key projects, and what is the prioritization can be placed back again considered.

Step Four: Issues Analysis (issue analysis)

In recognition of the priority issues, or to form a solution for the problem after the assumption then is to expand the analysis to refute evidence or issues you have raised or assumptions. In this stage of analysis issues, identify which analysis can not do the job right and wrong, but strong evidence can be drawn up, is also very important.
Once you have decided, after analyzing the job prioritization, and then begin to collect the necessary information and issues or assumptions in order to compare or cross-analysis. McKinsey is the emphasis on the fact that one of the characteristics, so data collection and acquisition, when the topic is an important basis for analysis. In addition to collecting internal reports, industry reports, statistics, the McKinsey consultants often through field interviews and learn important information. Although many sources of information, but the key is still in the information relevance, quality and correctness.
As for the analytical work carried out smoothly or not, the content and detailed planning work related to the degree. Ethan ‧ Progreso that a complete detailed work planning, must be based on the assumptions you build, all of the listed topics and sub-topics, and contains the following elements:
˙ In order to estimate the answer made assumptions.
˙ confirm or disprove this hypothesis analyzes are necessary for the operation and by priority to the column.
˙ when analyzing the required information.
˙ possible sources of information required (eg official statistics, focus groups or interviews, etc.).
˙ brief description of the possible output by analyzing the results.
˙ collect data for analysis or the person in charge.
˙ deadline to complete the job.
Step 1 define the problem
Step 2 Create Problem architecture
Step 3 prioritize
Step 4 Issues Analysis
Step 5 Archives
Step 6 Storytelling
Step 7 briefing a circulating loop compulsory questions from individuals' thinking is a habit, "start softly spoken, coherent Lin Jing Hua, calm attitude is very good, which exudes a sharp but not sharp temperament. When asked about his personal McKinsey consultant or whether there is any special trick to quickly brushed aside the fog of the problem, leading to its core and essence, he thought for a moment, slowly say: "I think this is a habit."
And this habit is in everyday life, encounters all sorts of problems, will naturally want to get to the bottom, then mastery. Ohmae in the "thinking" a book by mentioned that he was ignorant of the consultancy McKinsey into the case, which can only redouble their efforts than others, one of which is "thinking path of training."
The use of a 28-minute morning commute time, Ohmae will give yourself a topic, think about how to solve the problem. For example, see the hanging-style car ads, thinking, "If this advertising company president, asked me to help them enhance their performance, how can I do? 'Habit of thinking head, increasing speed becomes faster, and soon, he would From day one topic, progressed to every station you can think about a new topic.
We might think, McKinsey consultants all talented, but they did not say thinking is a gift, but a habit, a train, as long as you repeated practice.

Step Five: Archives (synthesis)

No amount of data and analysis are not enough, because McKinsey's value lies in how to find the conclusions from the analysis, and for customers to develop the most effective recommendations, and a program of action to achieve their goals. Compared to the other steps, compiled this step is clearly the most difficult but also the most critical. Lin Jing Hua said, "The collection is not mathematics, but the experience and the arts." Ethan ‧ Progreso in many former McKinsey consultant interviews about data interpretation and aggregation, the following conclusions were reached:
˙ constantly ask themselves "how to do so?": That is, what is the meaning to do so? How can we improve?
˙ plausibility checks (sanity check): this practice is not what the standard answer, the purpose is to draw conclusions, and then double-check the results of operations and to quickly confirm whether an analysis of the extent feasible within, or whether they would have a major impact on organizations?
˙ Remember effectiveness analysis is limited: it is not to be discarded without analysis, but rather propose that complementary experience and intuition and analysis in order to obtain a more complete solution. Lin Jing Hua emphasized that collection is not abstract, for example, from "I lost the key," "My passport is not on my opinion of the place," "I'm two months late filing" in fact, we can conclude that, "I have not lost the keys and passport, and Evening tax ", but it may be compiled after the" I am very lazy. "

Step Six: conceived storyline (storylining)

Interpretation and analysis of data compiled after the final results come out, of course, is to be presented to the customer. Interpretation of the data from the integrated out the story in your mind that these data represent meaning.
So, when you say the story, on behalf of all the facts you want customers to know what parts inside without all the facts are added to the story. It seems based on the same facts, but the clever storytelling different, the only same, the ultimate goal is to solve the issue, for customers to maximize the benefits of the proposal.
Lin Jing Hua story building provides two methods:
The first is the use of "context", difficulties and solutions architecture, in turn describe problem situations, improve the situation, the difficulties encountered and to propose possible solutions paths.
The second is to use the pyramid structure (pyramid structure), are listed in the top center of the message to convey a clear main idea or proposition, and then listed in the lower corroboration or support information.

Step Seven: Presentation results (presentation)

Submit a suggestion to customers is to solve the problem McKinsey circulation loop in the final stage, which is coherent presentation framework to allow customers or key decision-makers admissible or accept the final results.
As the name implies, "presentation" is the succinct way to get the audience into your logical thinking. Therefore, the McKinsey consultants in the presentation, he will grasp "a briefing just pass a clear claim or argument" principle, and will support the argument graphed data or information, to be concrete, let the audience through a presentation page, enter They constructed the story.
And an argument accompanied by a chart of the match, not only allows the audience believe that presentations made by the argument that the data corroboration, intangibles also increased persuasive. Borrowing experience, treat their own advisers force
Companies usually run into the problem can not be resolved internally, will look on the outside consultants; individuals are often also in the face of insurmountable bottleneck, seek mentors listening or advice. However, living in the era of competition and upheaval, whether it is business or personal problems encountered, is bound only more, not less, if everything should help force the individual or organization will never stagnant growth before.
Either from Ohmae or Ge Sina body, we have seen the plight of McKinsey in the face of business thinking patterns and solutions, even out of the environment outside McKinsey, still apply, and even has become internalized McKinsey's values ​​and habits.
In daily life or at work, we encounter the problem may not have handled so complex McKinsey difficult, but we can learn in the same line of thinking to face every problem, try to McKinsey mouth "Customer", for as is the organization itself and every day must face the boss, through constant exercise McKinsey dismantling patterns or processes, develop and cultivate their own advisers force!
Enterprise compulsory questions McKinsey dismantling of five major weapon

1 based on facts
Ethan ‧ Progreso in the "professionalism: McKinsey's success," a book that McKinsey problem-solving approach are based on the fact that as a starting point. From the first day of next case, the ad hoc group will be a search of all documentation and internal research archives, gathering sufficient facts elements in order to convene the first team meeting, as part of which it is responsible Commentary .
"Facts" on the reason why the operation at McKinsey play such an important role, for two reasons:
First, the fact that elements can compensate for the lack of intuitive guess, McKinsey people certainly knowledgeable, experienced, but not necessarily proficient in various fields of expertise, and prefer to look at the facts, and then carry out other steps;
Secondly, the fact that information can reinforce the credibility problem analysis. Especially small fledgling consultant must be able to put forward a strong factual information as a backup, in order to convince big business CEO (situation is similar to a low-level manager to superiors Planning case). In the collection of facts, one important way is to conduct field interviews, to sort out than the corporate executives know more detailed information on the latest industry information and their companies, and then use that information as a fundamental place in a timely manner into the proposal being naturally easier to get accepted. As Ohmae said, "There is some evidence for the proposal, no overwhelmingly attractive."

2. MECE principles
MECE (pronounced [me-see]) is a principal in the problem solving process necessary condition is "independent of each other, mutual exhaustive" (Mutually Exclusive, Collectively Exhaustive) abbreviations. MECE is not a methodology, but relatively close to a checklist mechanism to allow for McKinsey consultants when analyzing issues or problems, be able to do not overlap, do not miss the classification, thereby effectively grasp the core of the problem. Whether in defining the problem or make a proposal to seize MECE principles are important.
Suppose you response to a question raised three solutions, we can MECE for inspection criteria. First, check the program and whether there is an overlap between the programs of the Department (eg, "Re-planning the production process" and "reduce the unit cost" is to be classified in the same class, or their respective lists?), So be sure between the programs' independently of one another "; Then it is checked whether each solution contains all the relevant issues in order to ensure complete not missing any items.

3. Logical tree diagram (Logic Trees)
Logical tree is a common problem causes and countermeasures analysis, featured in its simplicity and systematic dismantling of causes and can be used to review the structure and response strategies connotation. The main purpose of the application logic tree is to be broken down into a set of specific issues "sub-issues" (sub-issues), not only help to clarify the fundamental elements of the problem, while those responsible for teams or individuals to solve problems, to establish a clear "Problem architecture."
At McKinsey, the most commonly use two types of logic tree, are "subject tree" (issue tree) and "assumptions guide tree" (hypothesis-driven tree).
The former focuses on the "what" (what), or "how" (how) level, while the latter focuses on the "why" (why) level. Therefore, although the same architecture, but can be used in different stages and purpose must grasp each branch MECE principle, be "independent of each other, each without omission."

4 Set the tone assumptions (initial hypothesis)
Ethan ‧ Progreso pointed out, assuming that the tone of the essence, "to proceed before you come up with solutions." At first, this seems a bit cart before the horse, but it helps to save time and make more effective decisions.
Assuming the tone is factual and comprehensive framework combination. After taking over a case, the McKinsey consultant will first digest relevant factual information as possible to identify the most critical issues influencing factors - that is the key driving point (key drivers), and accordingly put forward proposals.
But this is not the means process all data before making a final answer, but assume a condition or practice, and then coupled to verify. If we assume the right, you can be sure that their own on the right path; if you are wrong, you can quickly ruled out.
When faced with a complex problem, assume tone problems can quickly pass through the labyrinth formed, depending on the existing information at hand, starting Organising solution; More importantly, by hypothesis verification and overturned, so that not only can avoid taking individual or team the wrong direction, it can quickly focus on workable practices.

5.80 / 20 rule
80/20 rule by Italian economist Pareto (Vilfredo Pareto) made in 1897 years. In the business world, the common 80/20 cases include: 20% of the products or 20% of customers, accounting for about 80% of the turnover; 80% in stock, usually accounts for 20% of profit.
At McKinsey, 80/20 rule is mainly used for processing data, for example, when you find that 20% of the company's sales, will be able to create a turnover of 80%, you should immediately ask why there is such a phenomenon, but to go Learn how to make other people achieve the same results.
Advantage of this rule, sometimes to directly guide the in-depth observation, and sometimes will let you generate new questions or new analyzes to integrate the fact that the whole picture. In addition to data processing, the 80/20 rule can also be used to schedule work priorities.
For example, the strongest in human arrangements work most 80%, or 20% of your use of the obtained 80% of the recommended schedule of priorities, and focus attention on to the customer, and human have the greatest effect on the recommendations made.