Page 239 - The McKinsey Mind

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214 Index

obtaining, 160–65 Data orientation (of organization),
and pull vs. push demand, 53–54
162–63 Delegating, 176–77
and responsibility, 169–70 Designing the analysis, xiv, 31–47
retaining, 168–71 and analytical ability, 32
seeing through the eyes of your, and analytical priorities, 36–38
95–97 and “comfort zone,” 38–40
uniqueness of every, 3 and forming hypotheses, 35–36
Cole Library of Rensselaer at Hart- and gut instincts, 32
ford, 203 and identification of key drivers,
Columbo tactic, 62 33
“Comfort zone,” 38–40 and seeing the “big picture,”
Communication, 137–42 33–34
Companies Online, 197 triangulation method for, 40–42
Company culture and work planning, 32–33,
and communication, 137–38 42–46
and data orientation, 53–54 and working smarter, 34
and knowledge management, Development (of team members),
76–79 149–56
Company information, sources of, Diversity, 132–34
197–202 Dorman, Dean, 69, 121, 138
Component elements, breaking
problems down into, 10–11 EDGAR, 202
Constant negotiation, 162 Eechambadi, Naras, 12–13, 39,
Corporate Affiliations Plus, 118–20, 122
198–99 Egon Zehnder, 21
Corporate Information, 192, 199 80-20 rule, 37, 86–87
Corporation Tax Statistics, 190 Elevator test, 105, 112–13
CorpTech Directory of Technology EM. See Engagement manager
Companies, 197 E-mail questionnaires, 65–67
Crenshaw, Omowale, 9–10, EmployOn, 79
18–19 Encyclopedia of American Indus-
Crocker, S. Neil, 108 tries, 192
Culture, company. See Company End product, generating the,
culture 94–101
Current Industrial Reports, 192, Engagement manager (EM), 32–33,
194 44, 88, 151
Engagements, xii
Data European Commission, 11
gathering the. See Gathering the Expectations, setting high, 150–51
data
intuition vs., xv–xvi Falkowski, Dominic, 21
understanding the, 85–94 Farnsworth, Brad, 112