McKinsey & Company: Managing Knowledge and Learning
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The document outlines the evolution of McKinsey & Company as a premier management consulting firm with a focus on developing robust knowledge management systems for its consultants. It details the company's leadership changes, strategic initiatives, and commitment to both client impact and consultant development. McKinsey is dedicated to building a legacy of integrity and excellence while continuing to innovate and strengthen its knowledge capabilities.
McKinsey & Company: Managing Knowledge and Learning
- 1. McKinsey & Company: Managing Knowledge and Learning STRATEGY EXECUTION – Group 3 AJIT BHARATWAJ FT201010 AVISHEK SHARMA FT201026 DISHA SHEKAR FT201032 KAUSHIK VENKATRAMAN FT201044 SUNDARA RAMAKRISHNAN FT201086 APARNA MAHESH FT202015 IRA AGRAWAL FT202034 MOURJYA SANYAL FT202045 SUCHETNA MUKHERJEE FT202088 TANIA SINHA FT202094
- 2. About the Case Development of McKinsey & Company as a worldwide management consulting firm since inception to approaching 2000s. It talks about how McKinsey has developed robust learning and knowledge management systems to equip its consultants across the globe. Covers each dimension of the company's hierarchy--the local office, the industry practice, and its competence center. MD Rajat Gupta, has made the latest changes and is accountable to ensure that they are sufficient to maintain the its knowledge development process.
- 3. Founder’s Legacy • Highest standards of integrity, professional ethics and technical excellence • Mission: Serving clients superbly well Decade of Doubt • Commission on Firm Aims and Goals – T Shaped Consultants • Completion from BCG, New MD Daniel, ‘Super Group’ Revival & Renewal • Centers of Competence- 15 Centers and 11 sectors • Building Knowledge Infrastructure – Clientele Sector and Competence Center, Firm Practice Information System (FPIS), Knowledge Resource Directory (KRD)
- 4. Managing Success • Refining Knowledge Management • Clientele and Professional Development Committee • Client Impact • Client Impact Committee with ET and CST people • Developing multiple career Paths • Path to practice- dedicated specialistsKnowledge Management on the Front • Jeff Peters • Assembled group of CDs and came up with a PD document • Warwick Bay • Extensive programs with European Telecom Systems • Stephen Dull • Came up with the Business Marketing Competence Centre
- 5. New MD, New Focus Four Pronged Attack on Knowledge debates Capitalize long term investment on Clientele Industry and Functional capability groups Get ideas from across levels and locations: Practice Olympics Six Special initiatives – multi-year internal assignments Expand the McKinsey Global Institute Future Directions Invest in technology and maintain legacy Leave the firm stronger than he found it
- 6. Summary: With a strong blend of old and new strategies, McKinsey and Co. laid strong emphasis on Knowledge Development and worked relentlessly to better their services with learned consultants at a reliable firm. New Mission: To help clients make positive, lasting and substantial improvements, in their performance, and to build a great firm that attracts, develops, excites and retains exceptional people
- 7. Thank You