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Introduction xv
however, once understood, can be as useful to businesspeople out-
side the Firm as it is to McKinsey-ites themselves.
ABOUT THE PROBLEM-SOLVING PROCESS
Our benchmark is the problem-solving process as practiced by
McKinsey. At the most abstract level, McKinsey develops solutions
to clients’ strategic problems and, possibly, aids in the implemen-
tation of those solutions. Figure I-1 depicts our theoretical model
of problem solving, which breaks the process into six discrete ele-
ments. In The McKinsey Mind, we will focus on the central trian-
gle of this model (the items in bold).
Managing Leadership
• Team • Vision
• Client • Inspiration
• Self • Delegation
Business Need Implementation
• Competitive • Dedication
• Organizational Problem Intuition Solution • Reaction
• Financial • Completion
• Operational • Iteration
Data
Analyzing Presenting
• Framing • Structure
• Designing • Buy-in
• Gathering
• Interpreting
Figure I-1. Strategic Problem-Solving Model
