McKinsey & Company is a global management consulting firm founded in 1926. It helps clients address their most important problems and has helped create innovations like the barcode. McKinsey uses various frameworks to analyze clients' situations and develop strategies, such as the 7S model, Porter's Five Forces, and PESTLE analysis. Some of McKinsey's notable clients include Coca-Cola, Microsoft, and the Bill & Melinda Gates Foundation.
When data is abundant, consulting firms act as sense-makers.
They aggregate, filter, and deliver the precise information that
will help companies solve problems. They look for answers to
higher-level questions in the data.
All you got to know about McKinsey and Company, it's marketing mix strategy, extended Ps of Marketing mix of them in detail. It will be useful for your Marketing seminar or even to know about Mckinsey if it's your dream company.
2015 q1 McKinsey quarterly - Marketing & salesAhmed Al Bilal
This document provides an overview of the Winter 2015 issue of the McKinsey Quarterly. It discusses the lead article on the evolution of marketing and the opportunity for marketers to master science, substance, storytelling, simplicity and speed. It also previews additional articles on digital transformation in sales and distribution, understanding business customers, exploiting big data, and the perspectives of marketing leaders from Google and Daimler. The summary notes that the issue is slightly slimmer as content is increasingly being delivered through digital channels.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
This document is the 2015 Q4 issue of the McKinsey Quarterly. It contains articles on achieving organizational agility, challenges facing the utility sector, maximizing return on attention, gender equality in corporations, trends in the Chinese economy, innovations in China, responding to challenges as a China country head, connecting with Chinese consumers, and the Internet of Things. It also previews research on matrix organizations and when corporate headquarters adds versus subtracts value.
2016 q2 McKinsey quarterly - digital strategy, the economics of disruptionAhmed Al Bilal
This document provides an overview and summary of the Spring 2016 issue of the McKinsey Quarterly. It discusses several articles in the issue around developing an effective digital strategy, transforming operating models to be truly digital, and leadership challenges in the digital age. The summary also briefly mentions research from the McKinsey Global Institute on the growing economic impact of digital information flows.
The document summarizes the results of a survey of 300 association executives about their priorities, challenges, and strategies for 2009 in light of the economic conditions. It finds that association executives are bracing for negative impacts on membership, meeting attendance, and other revenue sources from the economy. Eighty-two percent believe the economy will negatively impact their ability to achieve goals in 2009, while 8% don't expect much impact and 3% a possible positive impact. The report provides baseline data for McKinley Marketing to identify successes and adjustments associations make in response to members' actual behaviors.
When data is abundant, consulting firms act as sense-makers.
They aggregate, filter, and deliver the precise information that
will help companies solve problems. They look for answers to
higher-level questions in the data.
All you got to know about McKinsey and Company, it's marketing mix strategy, extended Ps of Marketing mix of them in detail. It will be useful for your Marketing seminar or even to know about Mckinsey if it's your dream company.
2015 q1 McKinsey quarterly - Marketing & salesAhmed Al Bilal
This document provides an overview of the Winter 2015 issue of the McKinsey Quarterly. It discusses the lead article on the evolution of marketing and the opportunity for marketers to master science, substance, storytelling, simplicity and speed. It also previews additional articles on digital transformation in sales and distribution, understanding business customers, exploiting big data, and the perspectives of marketing leaders from Google and Daimler. The summary notes that the issue is slightly slimmer as content is increasingly being delivered through digital channels.
IR Integrated Reporting - Creating Value Value to the Board #IIRCAgustin del Castillo
There is a recognized need to promote financial stability and sustainable development. Much can be achieved
if investment decisions are made on the basis of long- term value creation, especially if corporate behaviour
is aligned to this aim. Demonstrating the link between investment decisions, corporate behaviour and reporting is one aim of this Creating Value series.
This document is the 2015 Q4 issue of the McKinsey Quarterly. It contains articles on achieving organizational agility, challenges facing the utility sector, maximizing return on attention, gender equality in corporations, trends in the Chinese economy, innovations in China, responding to challenges as a China country head, connecting with Chinese consumers, and the Internet of Things. It also previews research on matrix organizations and when corporate headquarters adds versus subtracts value.
2016 q2 McKinsey quarterly - digital strategy, the economics of disruptionAhmed Al Bilal
This document provides an overview and summary of the Spring 2016 issue of the McKinsey Quarterly. It discusses several articles in the issue around developing an effective digital strategy, transforming operating models to be truly digital, and leadership challenges in the digital age. The summary also briefly mentions research from the McKinsey Global Institute on the growing economic impact of digital information flows.
The document summarizes the results of a survey of 300 association executives about their priorities, challenges, and strategies for 2009 in light of the economic conditions. It finds that association executives are bracing for negative impacts on membership, meeting attendance, and other revenue sources from the economy. Eighty-two percent believe the economy will negatively impact their ability to achieve goals in 2009, while 8% don't expect much impact and 3% a possible positive impact. The report provides baseline data for McKinley Marketing to identify successes and adjustments associations make in response to members' actual behaviors.
This document discusses marketing's potential role in corporate social responsibility (CSR). It argues that marketing, which is often misunderstood, is well-positioned to meaningfully contribute to CSR goals. The document outlines different levels of CSR that marketing can be introduced at, from superficial efforts to damage control to more genuine strategic repositioning. It also discusses factors like changing consumer values, particularly of younger generations, and how CEO views are increasingly aligned with social responsibility concerns. The document analyzes different approaches marketing currently takes toward CSR, from superficial efforts to more meaningful contributions, and opportunities for marketing to further enhance its CSR impact.
Emerging digital media—from social networks to mobile advertising—have brought us to a breakpoint in marketing communications. Marketers are no longer crafting only one-way brand messaging but also curating interactive conversations with consumers online. In this context, chief marketing officers realize that 50 years of marketing-management approaches must dramatically change. A new BCG study explores how companies are tackling the new marketing realities. There is no single organizational model, but patterns suggest how companies could strengthen their digital capabilities.
The document discusses how new digital media like social media, mobile advertising, online video, and digital displays are transforming marketing. It finds that marketers are increasingly shifting budgets to these new digital channels, though television still accounts for most spending. Successfully navigating this changing landscape requires marketers to improve internal digital capabilities, make thoughtful spending tradeoffs across channels, and take an experimental approach to building strategies.
The marketing landscape is undergoing significant changes due to new digital media such as social media, mobile advertising, and online video. This has increased the complexity marketers face in planning campaigns and allocating budgets across various channels. Most marketing executives expect to increase spending on digital media in the coming years but television will still receive a majority of spending. Successful companies will build strong internal digital capabilities while maintaining flexibility to adapt to ongoing changes in the industry.
The marketing landscape is undergoing significant changes due to new digital media such as social media, mobile advertising, and online video. This has increased the complexity facing chief marketing officers and requires a new approach to marketing. Most companies plan to increase their spending on digital media over the next few years while still relying on traditional television. However, successfully navigating this new environment will depend on building strong internal capabilities and experimenting with different strategies.
The CMO Imperative - Tackling New Digital RealitiesBoris Loukanov
The document discusses how new digital media like social media, mobile advertising, online video, and tablets are transforming marketing. It finds that marketers are increasingly shifting budgets to digital while still relying heavily on television. Building capabilities for digital requires planning budgets, developing internal skills, making outsourcing decisions, and navigating agency relationships. There are no perfect answers but an emphasis on flexibility and experimentation is important for adapting to ongoing changes in the marketing landscape.
The marketing landscape is undergoing significant changes due to new digital media such as social media, mobile advertising, and online video. This has increased the complexity facing chief marketing officers and overwhelmed traditional marketing approaches. Marketers now need to focus on transparency, authenticity, and engagement through interactive communications. As a result, companies are reshaping their budgets and building new digital capabilities. Determining the right approach requires experimenting with digital strategies and maintaining flexibility.
The document discusses project management according to PMI, covering its five process groups, nine knowledge areas, project constraints and lifecycle. It also discusses the inputs, tools, techniques and outputs of project management processes.
This document discusses disruption in the wealth management industry through three papers. The first paper discusses how major disruption is inevitable due to long periods of inertia in the industry and changing client needs. The second paper emphasizes the importance of institutionalizing data sharing across departments to improve client experiences and business strategy. The third paper discusses how technology can help facilitate more holistic advisory approaches to better meet client needs over time.
The document discusses the evolution of microfinance from microcredit to broader financial inclusion services like savings and insurance products. It also discusses key challenges in microfinance, such as evolving reporting standards, increased demand for external assurance, and difficulties with valuation of investments given limited market data in developing markets. The document positions EY as an expert provider of services to microfinance institutions and investment vehicles, including audit, valuation, transaction advisory, and other services that can help clients address these challenges through EY's global expertise and experience in the microfinance industry.
Mckinsey Report on Unlocking the potential of the Internet of thingsAjay Alex
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While the hype around IoT has been great, the research finds the potential economic impact may be even greater at $3.9-$11.1 trillion annually by 2025 across various settings such as factories, cities, vehicles, and human health. However, capturing this full value will require addressing issues such as interoperability and utilizing the vast amounts of data generated.
Internet of Things : Mapping the Value Beyond the Hype - McKinsey June 2015yann le gigan
>>Internet of Things : Mapping the Value Beyond the Hype
- McKinsey June 2015
http://www.mckinsey.de/sites/mck_files/files/unlocking_the_potential_of_the_internet_of_things_full_report.pdf
McKinsey - unlocking the potential of the internet of things / IoTpolenumerique33
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While some IoT data is used for real-time monitoring and control, most data remains unused and has potential to optimize operations and enable predictive maintenance if analyzed. The Internet of Things could create $3.9-$11.1 trillion in annual value across settings like factories, cities, vehicles, and human health by 2025 if data use increases and technical issues are addressed.
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While the hype around IoT has been great, the research finds the potential economic impact may be even greater at $3.9-$11.1 trillion annually by 2025 across various settings from human health to factories to cities. However, capturing this full value will require addressing issues such as interoperability and making better use of the vast amounts of data generated.
Unlocking the potential_of_the_internet_of_things_full_reportJoerg Strotmann
Integrating multiple IoT systems enables 40 percent of potential value. Cutting the costs of chronic disease treatment by as much as 50 percent through human health applications of IoT. Using real-time data from predictive maintenance IoT applications can reduce downtime by 50 percent.
Unlocking the potential_of_the_internet_of_things_full_reportnelo2971
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While the hype around IoT has been great, the research finds the potential economic impact may be even greater at $3.9-$11.1 trillion annually by 2025 across various settings from human health to factories to cities. However, capturing this full value will require addressing issues such as interoperability and making better use of the vast amounts of data generated.
This document summarizes a presentation given by Philip Kotler and John Caslione on managing businesses in turbulent times. It discusses the key drivers of turbulence in today's globalized world, such as technological changes, disruptive innovations, economic shifts, and empowered customers. It then outlines the "Chaotics Management System" which involves developing early warning systems, scenario planning, prioritizing strategies, implementing flexible strategic behaviors, expanding stakeholder relationships, flattening organizational structures, and accelerating strategic planning. The presentation emphasizes the need for businesses to adapt their management, marketing, and sustainability approaches in order to navigate periods of turbulence and uncertainty.
We are pleased to submit a Project that is innovative for both the methodological approach and the modalities of intervention and refer to the below “factors of change”:
A) The new orientations on the theme of poverty eradication,
B) The release (2010) of the Document on microfinance within Basel III
C) The financial crisis in 2007-08, which effects are still ongoing
D) The increasing integration among financial circuits
E) The intervention of the central banks to regulate the microfinance market.
In particular, we have elaborated on above points (A) and (B) and worked out a model to make sustainable the supply of financial and non-financial services and in so doing differentiate micro credit, micro grant, and micro aid, which sources of capital and decision making process should be different and possibly carried out in different “hubs”.
IN-HOUSE SEMINAR is neither training, nor course of lessons, nor technical assistance; it is a Colloquium that is the best way to deal with management and policy matters for both speaker and participants because the former can focus on specific and practical subjects and the latter can discuss the house’s problems and consequently have the opportunity to talk about their own business.
The document discusses artificial intelligence (AI) investment and adoption. It finds that AI investment is growing rapidly, dominated by large tech companies like Google and Baidu who spent $20-30 billion on AI in 2016. Venture capital and private equity AI funding also grew but from a smaller base, totaling $6-9 billion. The document examines five AI technologies - robotics, computer vision, language, virtual agents, and machine learning. It finds that while AI adoption outside of tech is still experimental, some early adopters are seeing benefits. Most companies have more to do to realize AI's full potential. Case studies on retail, utilities, manufacturing, healthcare and education are also included.
Since its founding in 1990, the McKinsey Global Institute (MGI) has sought
to develop a deeper understanding of the evolving global economy. As the
business and economics research arm of McKinsey & Company, MGI aims
to provide leaders in the commercial, public, and social sectors with the facts
and insights on which to base management and policy decisions. The Lauder
Institute at the University of Pennsylvania ranked MGI the world’s number-one
private-sector think tank in its 2016 Global Think Tank Index for the second
consecutive year.
MGI research combines the disciplines of economics and management,
employing the analytical tools of economics with the insights of business
leaders. Our “micro-to-macro” methodology examines microeconomic
industry trends to better understand the broad macroeconomic forces
affecting business strategy and public policy. MGI’s in-depth reports have
covered more than 20 countries and 30 industries. Current research focuses
on six themes: productivity and growth, natural resources, labor markets, the
evolution of global financial markets, the economic impact of technology and
innovation, and urbanization
This document discusses marketing's potential role in corporate social responsibility (CSR). It argues that marketing, which is often misunderstood, is well-positioned to meaningfully contribute to CSR goals. The document outlines different levels of CSR that marketing can be introduced at, from superficial efforts to damage control to more genuine strategic repositioning. It also discusses factors like changing consumer values, particularly of younger generations, and how CEO views are increasingly aligned with social responsibility concerns. The document analyzes different approaches marketing currently takes toward CSR, from superficial efforts to more meaningful contributions, and opportunities for marketing to further enhance its CSR impact.
Emerging digital media—from social networks to mobile advertising—have brought us to a breakpoint in marketing communications. Marketers are no longer crafting only one-way brand messaging but also curating interactive conversations with consumers online. In this context, chief marketing officers realize that 50 years of marketing-management approaches must dramatically change. A new BCG study explores how companies are tackling the new marketing realities. There is no single organizational model, but patterns suggest how companies could strengthen their digital capabilities.
The document discusses how new digital media like social media, mobile advertising, online video, and digital displays are transforming marketing. It finds that marketers are increasingly shifting budgets to these new digital channels, though television still accounts for most spending. Successfully navigating this changing landscape requires marketers to improve internal digital capabilities, make thoughtful spending tradeoffs across channels, and take an experimental approach to building strategies.
The marketing landscape is undergoing significant changes due to new digital media such as social media, mobile advertising, and online video. This has increased the complexity marketers face in planning campaigns and allocating budgets across various channels. Most marketing executives expect to increase spending on digital media in the coming years but television will still receive a majority of spending. Successful companies will build strong internal digital capabilities while maintaining flexibility to adapt to ongoing changes in the industry.
The marketing landscape is undergoing significant changes due to new digital media such as social media, mobile advertising, and online video. This has increased the complexity facing chief marketing officers and requires a new approach to marketing. Most companies plan to increase their spending on digital media over the next few years while still relying on traditional television. However, successfully navigating this new environment will depend on building strong internal capabilities and experimenting with different strategies.
The CMO Imperative - Tackling New Digital RealitiesBoris Loukanov
The document discusses how new digital media like social media, mobile advertising, online video, and tablets are transforming marketing. It finds that marketers are increasingly shifting budgets to digital while still relying heavily on television. Building capabilities for digital requires planning budgets, developing internal skills, making outsourcing decisions, and navigating agency relationships. There are no perfect answers but an emphasis on flexibility and experimentation is important for adapting to ongoing changes in the marketing landscape.
The marketing landscape is undergoing significant changes due to new digital media such as social media, mobile advertising, and online video. This has increased the complexity facing chief marketing officers and overwhelmed traditional marketing approaches. Marketers now need to focus on transparency, authenticity, and engagement through interactive communications. As a result, companies are reshaping their budgets and building new digital capabilities. Determining the right approach requires experimenting with digital strategies and maintaining flexibility.
The document discusses project management according to PMI, covering its five process groups, nine knowledge areas, project constraints and lifecycle. It also discusses the inputs, tools, techniques and outputs of project management processes.
This document discusses disruption in the wealth management industry through three papers. The first paper discusses how major disruption is inevitable due to long periods of inertia in the industry and changing client needs. The second paper emphasizes the importance of institutionalizing data sharing across departments to improve client experiences and business strategy. The third paper discusses how technology can help facilitate more holistic advisory approaches to better meet client needs over time.
The document discusses the evolution of microfinance from microcredit to broader financial inclusion services like savings and insurance products. It also discusses key challenges in microfinance, such as evolving reporting standards, increased demand for external assurance, and difficulties with valuation of investments given limited market data in developing markets. The document positions EY as an expert provider of services to microfinance institutions and investment vehicles, including audit, valuation, transaction advisory, and other services that can help clients address these challenges through EY's global expertise and experience in the microfinance industry.
Mckinsey Report on Unlocking the potential of the Internet of thingsAjay Alex
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While the hype around IoT has been great, the research finds the potential economic impact may be even greater at $3.9-$11.1 trillion annually by 2025 across various settings such as factories, cities, vehicles, and human health. However, capturing this full value will require addressing issues such as interoperability and utilizing the vast amounts of data generated.
Internet of Things : Mapping the Value Beyond the Hype - McKinsey June 2015yann le gigan
>>Internet of Things : Mapping the Value Beyond the Hype
- McKinsey June 2015
http://www.mckinsey.de/sites/mck_files/files/unlocking_the_potential_of_the_internet_of_things_full_report.pdf
McKinsey - unlocking the potential of the internet of things / IoTpolenumerique33
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While some IoT data is used for real-time monitoring and control, most data remains unused and has potential to optimize operations and enable predictive maintenance if analyzed. The Internet of Things could create $3.9-$11.1 trillion in annual value across settings like factories, cities, vehicles, and human health by 2025 if data use increases and technical issues are addressed.
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While the hype around IoT has been great, the research finds the potential economic impact may be even greater at $3.9-$11.1 trillion annually by 2025 across various settings from human health to factories to cities. However, capturing this full value will require addressing issues such as interoperability and making better use of the vast amounts of data generated.
Unlocking the potential_of_the_internet_of_things_full_reportJoerg Strotmann
Integrating multiple IoT systems enables 40 percent of potential value. Cutting the costs of chronic disease treatment by as much as 50 percent through human health applications of IoT. Using real-time data from predictive maintenance IoT applications can reduce downtime by 50 percent.
Unlocking the potential_of_the_internet_of_things_full_reportnelo2971
Interoperability between IoT systems is critical, enabling 40% of potential value on average. While the hype around IoT has been great, the research finds the potential economic impact may be even greater at $3.9-$11.1 trillion annually by 2025 across various settings from human health to factories to cities. However, capturing this full value will require addressing issues such as interoperability and making better use of the vast amounts of data generated.
This document summarizes a presentation given by Philip Kotler and John Caslione on managing businesses in turbulent times. It discusses the key drivers of turbulence in today's globalized world, such as technological changes, disruptive innovations, economic shifts, and empowered customers. It then outlines the "Chaotics Management System" which involves developing early warning systems, scenario planning, prioritizing strategies, implementing flexible strategic behaviors, expanding stakeholder relationships, flattening organizational structures, and accelerating strategic planning. The presentation emphasizes the need for businesses to adapt their management, marketing, and sustainability approaches in order to navigate periods of turbulence and uncertainty.
We are pleased to submit a Project that is innovative for both the methodological approach and the modalities of intervention and refer to the below “factors of change”:
A) The new orientations on the theme of poverty eradication,
B) The release (2010) of the Document on microfinance within Basel III
C) The financial crisis in 2007-08, which effects are still ongoing
D) The increasing integration among financial circuits
E) The intervention of the central banks to regulate the microfinance market.
In particular, we have elaborated on above points (A) and (B) and worked out a model to make sustainable the supply of financial and non-financial services and in so doing differentiate micro credit, micro grant, and micro aid, which sources of capital and decision making process should be different and possibly carried out in different “hubs”.
IN-HOUSE SEMINAR is neither training, nor course of lessons, nor technical assistance; it is a Colloquium that is the best way to deal with management and policy matters for both speaker and participants because the former can focus on specific and practical subjects and the latter can discuss the house’s problems and consequently have the opportunity to talk about their own business.
The document discusses artificial intelligence (AI) investment and adoption. It finds that AI investment is growing rapidly, dominated by large tech companies like Google and Baidu who spent $20-30 billion on AI in 2016. Venture capital and private equity AI funding also grew but from a smaller base, totaling $6-9 billion. The document examines five AI technologies - robotics, computer vision, language, virtual agents, and machine learning. It finds that while AI adoption outside of tech is still experimental, some early adopters are seeing benefits. Most companies have more to do to realize AI's full potential. Case studies on retail, utilities, manufacturing, healthcare and education are also included.
Since its founding in 1990, the McKinsey Global Institute (MGI) has sought
to develop a deeper understanding of the evolving global economy. As the
business and economics research arm of McKinsey & Company, MGI aims
to provide leaders in the commercial, public, and social sectors with the facts
and insights on which to base management and policy decisions. The Lauder
Institute at the University of Pennsylvania ranked MGI the world’s number-one
private-sector think tank in its 2016 Global Think Tank Index for the second
consecutive year.
MGI research combines the disciplines of economics and management,
employing the analytical tools of economics with the insights of business
leaders. Our “micro-to-macro” methodology examines microeconomic
industry trends to better understand the broad macroeconomic forces
affecting business strategy and public policy. MGI’s in-depth reports have
covered more than 20 countries and 30 industries. Current research focuses
on six themes: productivity and growth, natural resources, labor markets, the
evolution of global financial markets, the economic impact of technology and
innovation, and urbanization
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
2. INTRODUCTION
The McKinsey Way is a book authored by Ethan M. Raisel which was published in
the year 1999 (Rasiel).
The book has offered timeless insights about the consulting firm that is relevant
even after 24 years.
In this presentation, we will look into the McKinsey Way and how they have
managed to be the best in the field of management.
3. WHO IS MCKISNEY
McKinsey & Co. is a global management consulting firm that offers services to
organizations and government.
It was founded in 1926 by James O. McKinsey who was a professor of the
university of Chicago.
It is the largest of the Big Three management consultancies
Its core work includes finance and operations
4. HOW HAS THE COMPANY EVOLVED?
The firm started as a partnership but they restructured as a private entity.
A unique strategy is that they follow the structure of the partnership and the
employees are considered as partners.
The various scandals in McKinsey has been an eye opener for the orgnaisation
and they aim to adopt sustainable approaches keeping in mind the employee
welfare
5. DOMAIN OF MCKINSEY
The firm focuses on marketing through magazines, books and scholarly articles.
They try to create informal contacts with organizations who could be potential
clients.
They handle projects who has a full team of consultants appointed
They spend a major portion of their time in preparing presentations, charts and
exhibits
6. SWOT ANALYSIS
Strengths: Mckinsey has a strong reputation to boast. They offer high quality
services and ensures maximum client satisfaction
Weakness: They are highly dependent on consultation. They also have a high
employee turnover
Opportunities: They can opt for acquisitions and mergers to increase their base all
over the world.
Threats: They face cutthroat competition from BCG and other consulting
companies. Their ongoing controversies put a dent in their global image.
8. WHY IS MCKINSEY ONE OF THE MOST
POWERFUL?
In 1970, McKinsey helped create the barcode (Rasiel).
They are always at the forefront when it comes to solve the most pressing global
issues.
They have a unparalleled alumni network
The McKinsey clients are all conglomerates that are satisfied with the services
offered.
The various scandals like Enron Collapse and linkage of McKinsey with an alleged
insider trader Rajat Gupta has not been able to create a dent in its image
9. PORTERS FIVE FORCES
Threat of New Entrants: Its not easy to achieve economies of scale in consulting
industry. Hence the threat of new entrants is less.
Bargaining Power of suppliers: There are a huge number of suppliers in this
industry. This makes the bargaining power of suppliers less.
10. Bargaining Power of Buyers: Similarly to the previous force, due to a huge number
of buyers, the buyers are less price sensitive and hence the bargaining power is
less (Compete to Win)
Threat of Substitute: The substitute of consulting is less. To achieve a high level of
deliverables, the consumers opt for the best and hence the threat of substitute is
less
Competition: The competitors are comparatively high these days as high
performers in this industry has increased. This makes the rivalry high
11. PESTLE ANALYSIS
Political factors: Political factors like high level of taxation, intellectual property
rights infringements may be integral.
Economic Factors: The efficiency of the financial markets should be analysed
before the company expands. The revenue growth of McKinsey can be directly
affected if the country has a low economic growth rate
Social factors: McKinsey should analyse the consumption pattern of their
consumers along with degree of ethnocentrism.
12. Technological Factors: McKinsey should consider the technological environment.
Countries with a knack for technological innovation will be a fruitful opportunity for
the company to expand.
Environmental factors: Adopting responsible strategies to ensure full compliance
with the national and international standards would be required.
Legal factors: Big firms like McKinsey are always on the radar of social and
political activism. They should ensure that their workplace is non-discriminatory
and that all the data protection compliance are being done.
13. DIGITAL TRANSFORMATION
McKinsey has developed a digital transformation framework known as 4Ds
The first stage involves the companies to discover optimum strategy
The second stage is all about designing the customer experience (Compete to
Win)
The third stage involves the network partners and delivering the experience
The fourth stage calculates risk and eliminates them.
14. COMPETITORS
The top Competitors of McKinsey are as follows:
Deloitte
Accenture
PwC
Ernst and young
Boston Consulting Group
KPMG
Bain & Company
Oliver Wyman
Goldman Sachs
15. COMPARISON
When it comes to product quality, consumers tend to gravitate towards Bain & Co
more than McKinsey.
The pricing point of McKinsey is quite high and competitors like Oliver Wyman,
BCG offers similar services at lesser price.
The consumer service of other competitors like BCG, Oliver Wyman, Bain & Co is
better than McKinsey.
16. COMPETITIVE ANALYSIS
The management consultancies experience intense rivalry.
McKinsey faced stiff competition from Boston Consulting Group and to counter the
same, they followed the 2X2 matrix developed by BCG
They developed a 3X3 matrix to analyse the strategy of the business.
They combine the attractiveness of the industry with the competitiveness .
17. MCKINSEY 7S MODEL
The McKinsey 7S model combines Soft Ss and Hard Ss revolving around shared
values.
This framework suggests that there are 7 internal factors that should be aligned
The seven factors are :
Strategy
Structure
Systems
Shared Values
Skills
Style
Staff
18. HOW IS THE 7S MODEL IMPLEMENTED
To implement the 7s model, it is essential to brainstorm the present scenario by
analysing the 7 elements
The organisations need to set goals and action plan
Any misalignments should be identified and hence the action plan should
incorporate the realignment strategy
The action plan is then executed with constant review
19. CLIENTS
The clients of McKinsey are often Fortune 1000 Companies.
At present, the clients of McKinsey include Coca Cola, Microsoft, US Department
of Energy, Bill and Melinda Gates Foundation to name a few.
Coca Cola underwent a massive change by adopting McKinsey strategy under
their guidance (Belluz and Buissonniere).
They established a digital academy so as to provide an upgradation of skills to
their managers.
20. Since 2020, Microsoft has collaborated with McKinsey to de-risk the clients
Microsoft has utilised the digital transformation of McKinsey to redesign their entire
business process (Belluz and Buissonniere).
The technology transformation has been at the forefront especially during Covid-19
pandemic
21. The Bill & Melinda Gates foundation aimed to eradicate poverty worldwide.
McKinsey has conducted investigations for the foundation to analyse the situation
worldwide (Channon et al).
The firm has been at the forefront in devising a response to outbreaks like Zika,
Ebola, Mers.
22. McKinsey has worked with public sectors like WHO, Vaccine Alliance to expand
the access of healthcare worldwide.
The other clients of McKinsey includes:
Blue Cross Shield of Michigan
Loblaws
Best Buy
National Resources Defense
23. USE CASE-1
Beautify is a global company that sells its products only in high end shops like
Harrods and through online retailer Sephora.
The company hire beauty consultants who connect with consumers in order to
provide world class services.
They were faced with a problem of managing the consultants as they had not paid
much attention on the training.
24. Beautify engaged McKinsey to help evaluate whether any training would be helpful
or not
Their real problem lied in the amalgamation of those consultants for their in-store
experience and also virtually
McKinsey helped Beautify to strategize some factors that would help them
overcome this problem
25. As per McKinsey, the retailer response should be recorded to assess the majority
of the consumers who would prefer buying from the website and not from the
store.
An analysis of competitors in terms of adoption of virtual assisstants were also
done.
The current skill set of their beauty consultants were assessed. Consultants who
already had a social media presence were asked to retain
26. The action was effective as Beautify retained most of the consultants having
experience in social media thereby reducing training costs.
McKinsey suggested the best possible strategy so that the costs are managed as
well the outcomes are maximised.
Beautify learnt that its essential to analyse the present situation before option for a
strategy that can cause considerable costs
27. USE CASE-2
The Bill & Melinda Gates foundation works for rural regions to counter the poverty
They had approached McKinsey to design them a financial service plan for the
residents at Mexico
The problem here was that they didn’t know how to get it done.
28. McKinsey researched and discovered that Diconsa is a government operated
chain that distributes neccesities to its people.
These stores have a central and regional supply chain management that has a
seamless distribution system
McKinsey conducted research on the viability of the Diconsa chain for providing
financial services by analysing the risks and other factors
29. McKinsey suggested the Foundation to go ahead with Diconsa and they launched
their program across 22,500 stores (Bill & Melinda Gates Foundation).
The action plan was proven effective as it was able to improve the quality of life in
Mexico
The strategy was useful and they learnt that management consultancy goes a long
way in formulating suggestions
30. CONCLUSION
McKinsey has a global footprint and is continuously expanding
The most powerful of the initiatives by the companies are the brainchild of
McKinsey (Bill & Melinda Gates Foundation).
By analysing the strengths of McKinsey and its various use cases we have been
able to conduct an in-depth research.
31. REFERENCES
Belluz, Julia, and Marine Buissonniere. “How Mckinsey Infiltrated the World of Global
Public Health.” Vox, Vox, 13 Dec. 2019, https://www.vox.com/science-and-
health/2019/12/13/21004456/bill-gates-mckinsey-global-public-health-bcg.
Channon, Derek F., and Adrián A. Caldart. "McKinsey 7S model." Wiley encyclopedia of
management (2015): 1-1.
“Diconsa to Offer Financial Services in Rural Mexico.” Bill & Melinda Gates Foundation,
https://www.gatesfoundation.org/ideas/media-center/press-releases/2009/09/diconsa-
to-offer-financial-services-in-rural-mexico.
“McKinsey Matrix: Compete to Win.” Compete to Win | World Class Know How, 11 June
2020, http://www.competetowin.co.uk/know-how/strategic-planning/mckinsey-matrix/.
Rasiel, Ethan M. The McKinsey Way. New York: McGraw-Hill, 1999.