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McKinsey is the 800-pound gorilla on the consulting block. In the best-selling The McKinsey Way>/I>, Ethan Raisel provided a through-the-keyhole perspective on the way this worldwide consulting institution approaches--and solves--the myriad professional problems encountered by its high-powered clientele. His goal in that book was simple: to communicate "new and useful skills to everyone who wants to be more useful in their business." The McKinsey Way used recollections and anecdotes of problem-solving techniques of the world's most successful consulting firm. The McKinsey Mind uses the same combination of insider knowledge and lucid prose to go a step farther: where The McKinsey Way showed readers what to do, The McKinsey Mind will show readers how to do it. The outline of the book will follow the same format as The McKinsey Way . It uses the same "lesson headings" as the original ("Don't Reinvent the Wheel," "Feel Free to be MECE"), but with a different focus. And that is where the similarity ends. The headings will be reorganized into a structure that focuses on implementation and expands upon lessons of The McKinsey Way with examples, parables, and exercises. The book can be used together with The McKinsey Way , or as a stand-alone, ensuring that both fans of The McKinsey Way and new readers will take-away important skills from the book.

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在线阅读地址：The McKinsey Mind在线阅读

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让客户全程参与；时刻检查自己的责任；让客户站在你一边；知道怎样处理客户团队的责任；先摘好摘的果子；让整个企业接受。

在设计分析的时候，脑子里要有具体的最终产品，对于每一个问题和子问题，应列出一下内容：

·关于答案的初始假设

·证实或者证伪必须进行的各项分析，以及它们的优先次序

·进行上述分析所需要的数据

·可能的数据来源（如普查数据、目标群组、面谈）

·每项分析可能得到的最终结果的简要描述。

·每项最终产品的负责人（你自己或某位团队成员）

·最终产品的交付日期。

麦肯锡确信，一个人可以学会如何系统化地解决问题，如何收集某个公司、某个行业的信息，如何阐明自己的观点，但要让某人更加聪明，却几乎是不可能的。

1. 记住，你有一张嘴，但有两个耳朵

2. 重要的不在于你说了什么，而在于你是怎么说的

3. 沟通过度胜于沟通不足

先回答那些“有决定意义的”问题

最先把想法付诸纸上的人会胜出

任务的完成，必须与过程相互平衡。也就是说，你在完成任务的的过程中，不应影响别人的利益。

书籍介绍

在线阅读本书

McKinsey is the 800-pound gorilla on the consulting block. In the best-selling The McKinsey Way>/I>, Ethan Raisel provided a through-the-keyhole perspective on the way this worldwide consulting institution approaches--and solves--the myriad professional problems encountered by its high-powered clientele. His goal in that book was simple: to communicate "new and useful skills to everyone who wants to be more useful in their business." The McKinsey Way used recollections and anecdotes of problem-solving techniques of the world's most successful consulting firm. The McKinsey Mind uses the same combination of insider knowledge and lucid prose to go a step farther: where The McKinsey Way showed readers what to do, The McKinsey Mind will show readers how to do it. The outline of the book will follow the same format as The McKinsey Way . It uses the same "lesson headings" as the original ("Don't Reinvent the Wheel," "Feel Free to be MECE"), but with a different focus. And that is where the similarity ends. The headings will be reorganized into a structure that focuses on implementation and expands upon lessons of The McKinsey Way with examples, parables, and exercises. The book can be used together with The McKinsey Way , or as a stand-alone, ensuring that both fans of The McKinsey Way and new readers will take-away important skills from the book.