Page 150 - The McKinsey Mind

05 (103-126B) chapter 5 1/29/02 4:50 PM Page 125

PresentingYour Ideas 125

• Identify the differences between two or more groups that
interact with you regularly; they can be within your organi-
zation or outside of it—as different as your board and the
Little League team you coach. Take a presentation you’ve
previously done, and tailor it to each of these audiences.
Ensure that your major message comes across in each
version.

CONCLUSION

For McKinsey, presentation is where the rubber meets the road. A
well-structured presentation combined with assiduous efforts to
gain the buy-in of the key decision makers helps boost the odds of
McKinsey’s recommendation being accepted. These tactics can do
the same for you.
You’ve given your presentation and had your recommenda-
tions accepted, but that doesn’t mean the end of the work. A great
idea, once accepted, still has to be implemented by the organiza-
tion if it’s to have any impact. That, however, is a different process
and, perhaps, a different book.
Leaving aside implementation, the presentation of the team’s
final recommendation marks the end of the typical McKinsey con-
sulting engagement. New problems requiring McKinsey’s input
may arise with the client, but they will be the occasion for the start
of a new engagement. Likewise, in this book, we will now move
from the process of creating and delivering solutions for business
problems to the techniques required to manage that process for the
benefit of the client, the team, and yourself.