Page 194 - The McKinsey Mind

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Managing Your Client 169

the Firm was known for outstanding idea generation but poor
implementation. Translation—lots of insight-laden reports gath-
ering dust on corporate bookshelves. To avoid the same fate for
your ideas, focus on the ability of the client to implement your
solution. In addition, before you head off to the next problem, pre-
sent a clear implementation plan that includes exactly what should

be done, by whom, and when. This applies not only to consulting
TEAMFLY
projects but also to internal projects that hinge on future activities
for eventual value generation.

LESSONS LEARNED AND IMPLEMENTATION
ILLUSTRATIONS

Focus your client retention efforts on the long term. Base every
decision on how it will affect the long-term relationship with your
client. In the case of McKinsey, one of the most important elements
of ensuring long-term successful relationships is the Firm’s ability
to generate lasting change. For some time, implementation was
considered McKinsey’s weak spot. As its clients became more

sophisticated, the Firm realized that this couldn’t last. They took
steps to improve not just their ability to devise a course of change
but to make change happen. Our alumni have taken those lessons
into the world beyond McKinsey and used them to build their new
organizations and businesses. Their recommendations:

• Share and then transfer responsibility
• Make the client a hero

Share and then transfer responsibility. At some point, you have
to learn to let go. When it comes to client involvement, one of the
common arguments holding back such efforts is a concern over
quality or efficiency. The problem with this orientation is that it

focuses too much on the short term. The first step is to take the risk

®
Team-Fly