McKinsey & Company CASE STUDY

Document Type:Case Study

Subject Area:Management

Document 1

One was his capture of top brains to work in the company. Good leadership equals to productive output in business. He recruited experienced executives like Marvin Bower who was a top lawyer and would later lead the firm. This ensured that the firm builds a knowledge infrastructure that was able to generate maximum potentials from those working in the firm. The firm had enough expertise who would conduct studies on potential areas that needed change. Question two I think Ron Daniel was elaborate in guiding Mckinsey to cope up with the problems traced in the commission. When he was appointed the managing director of the firm in 1976, Mckinsey was really experiencing tough times to try and solve the problems that were documented in the report issued out by the authorities.

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Daniel had without a doubt gone through the problems that were being cited in the report first hand. The clients had increasing expectations who were sophisticated. He had also witnessed the unending difficulties that newbies like BCG impose. Gluck main aim was to promote equality stimulating intellectual environment to Mckinsey. Question three The firm I think has been effective in the decade-long change process that has been hampered by numerous challenges along the way to the top. The principles that have been used to manage the change process have been tremendous and aimed at improving the condition of the firm over time. One of the principles that have been used is that of leading with culture. The culture of any business or firm is vital.

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The firm was also led by leaders who were well aware of the change process. They assessed every situation critically and adapted well to what the demands were. Critical thinking is vital in change management. This is a key feature of any change process because change itself is a dynamic process that involves moving on from the usual to the unusual therefore adaptation is paramount. Question four My evaluation of this scenario which requires in-depth analysis is that Gupta had a good idea of knowledge development. As a senior partner, I think I could have advised him to avoid external aggression from people who don’t understand the setup and to concentrate on enhancing his approach, seeking advice from other stakeholders who understand the approach well.

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