This document outlines the McKinsey approach to analyzing problems, gathering and interpreting data, presenting solutions, and managing projects, teams, clients, and oneself. Some key aspects include using a logical framework like MECE to structure problems, developing hypotheses and testing assumptions, prioritizing different analyses and data sources, interviewing stakeholders effectively, interpreting data objectively and assessing solutions from the client's perspective, gaining buy-in from all parties, and maintaining client relationships over the long term. Self-management involves finding mentors, focusing on continual improvement, leveraging one's network, and maintaining a healthy work-life balance.

1. The McKinsey
Mind

2. Analyzing  Framing
1. Structure
a. MECE: Mutually Exclusive, Collectively Exaustive
b. Don’t Reinvent the wheel
c. Every problem is different
d. Logic Tree (brake down your problem)
2. Hypothesis
a. Solve the problem at the first meeting
b. Proper prior preparation
c. Brainstorming
d. QDT – Quick Dirty Test (what assumptions are you making that need to
be true in order for your hypothesis to be true? Any fake one?)
e. Issue Tree (prove your hypothesis)

3. Analyzing  Designing
1. Let your hypothesis determine your analysis
2. Get your analytical priorities straight
3. Forget about absolute precision
4. Triangulate around tough problems
5. Issue Work plan:
Issue /
Hypothesis
Analyses Data
Sources
End Product Responsability Due date
Yes/No
question
How to
answer
the Issue
Where to
gather
data
Format
(chart, list,
table,
spreadsheet
etc)
Who will do it When will
it be
delivered?

4. Analyzing  Gathering
1. Research strategy and tools
a. Use all facts even if you don’t like them
b. Don’t accept “I have no idea”
c. Specific: i) Start with the annual report
ii) Look for outliers
iii) Look for best practices
d. Application:
i) Diagnose the data orientation of your organization
ii) Demonstrate the power of good facts
iii) Build the proper infrastructure

5. Analyzing  Gathering
2. Interviewing
a. Be prepared: write na interview guide
b. Listen and guide
c. Seven tips:
i) Have the interviewee’s boss set up the meeting
ii) Interview in pairs
iii) Listen, don’t lead
iv) Paraphrase, paraphrase, paraphrase
v) Use the indirect approach
vi) Don’t ask for too much
vii) Adopt the “Columbo tatic” (ask something important else when
leaving – “ah! One more thing!”)
d. Don’t leave the interviewee naked
e. Always write a thank-you note

6. Analyzing  Gathering
3. Knowledge Management (KM)
a. Don’t reinvent the wheel
b.
Infrastructure
• Physical kayout
• Hierarchy
• KM Programs
Technology
• Role of IT in KM
• IT tools
Culture
• Undestanding
• Support
• Incentives
• Interaction

7. Analyzing  Interpreting
1. 80/20 rule
2. Make a chart every day
3. Don’t make the facts fit your solution
4. Always ask “What’s the so what?”
5. Make sure the solution fits your client (can it be
implemented?)
a. See through your client’s eyes
b. Respect the limits of your client’s abilities and policy

8. 1. Be structured
a. MECE
b. Conclusions first (“X because of A, B and C.” Instead of
“A is true, B is true, C is true, so we have X.”) – Logic tree
Presenting  Structure
2. The elevator test: understand your solution in a way you
could explain it in 30 seconds.
3. Keep it simple: one data per chart
a. Charts, drawings, models worth a thousand words
b. Document your data source in the chart
Conclusion /
Recomendation
“Because of...” 1
“Because of...” 3
“Because of...” 2

9. Presenting  Buy in
1. Prewire everything – Avoid surprises
a. Preview the presentation with all stakeholders
beforehand
2. Tailor your presentation to your audience
a. Every audience is different, make sure your presentation fits your
audience

10. Managing  Team
1. Getting the mix right
Different and complementary backgrounds
2. Recruiting McKinsey-style
a. Whom should we hire? – What are the business needs
b. Structure – apply the elevator test on the job description/tasks
c. Consider potential ability.
d. How should we hire them? – Where will we find such professional
3. Comunications
a. Listen more than you talk
b. Be carefull on how to say it
c. Overcommunication is better than undercommunication
4. Bonding
a. Spend time together (but not much) – a little team bonding goes a long
way. Pay attention to culture.
b. Reward well

11. Managing  Team
5. Development
a. Set high expectations
b. Evaluate regularly, and make it balanced (positive and negative
comments)
c. Implementation:
1. Identify organizational objectives
2. Communicate these expectations to employees
3. Frequency and type of feedback

12. 1. Obtaining clients
a. Sell without selling: create a pull rather than a push
demand. – Market and make your clients come to you.
b. Be carefull what you promise: structuring and engagement
c. Identify the client
2. Maintaining clients
a. Create involvement opportunities
1. Engage the client in the process
2. Always look over your shoulder
3. Keep the client team on your side
4. Learn to deal with liability client team members
5. Pluck the low-hanging fruit
6. Get buy-in throughout the organization
Managing  Client

13. 3. Retaining Clients
a. Be rigorous about the implementation of the solutions
b. Share and then transfer responsability to the client
c. Make the client a hero – it’s HIS project, not yours.
Managing  Client

14. Managing  Self
1. Professional life:
a. Get a mentor
b. Hit singles (don’t try to do everything good)
c. Make your boss look good
d. Get an good assistance
e. Delegate around your limitations
f. Make the most of your network
1. Personal life
a. Respect your time - lay down some rules
b. Perform sanity checks (is it worth it)