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Introduction xvii

• the expectations of the client and the team while not
“burning out.”
• Implementation—Your organization may have accepted
your solution, but it must still implement it. This requires
the dedication of sufficient resources within the organiza-
tion, the timely reaction of the organization to any stum-
bling blocks that may arise during implementation, the
focus of the organization on completion of the tasks neces-
sary for full implementation. In addition, the organization
must institute a process of iteration that leads to continual
improvement. That process requires reassessing implemen-
tation and rededicating the organization to make addi-
tional changes identified during reassessment.
• Leadership—At the nexus of solution and implementation
comes leadership. Those at the helm of your organization
must conceive a strategic vision for the organization. They
must also provide inspiration for those in the organization
who will do the hands-on work of implementation. Finally,
they must make the right judgments regarding delegation
of authority in overseeing implementation throughout the
organization.

There is one other piece of the model: the tension between intu-
ition and data. Problem solving doesn’t take place in a vacuum.
Even McKinsey has only so many resources to throw at a prob-
lem and a limited time in which to solve it. While we are advo-
cates for McKinsey-style fact-based problem solving, we recognize
that it’s practically impossible to have all the relevant facts before
reaching a decision. Therefore, most executives make business
decisions based partly on facts and partly on intuition—gut instinct
tempered by experience. We will discuss the pros and cons of each