Page 241 - The McKinsey Mind

12 (213-220) index 1/29/02 4:53 PM Page 216

216 Index

and creating the end product, definition of, 75
94–101 at General Electric, 75
and 80-20 rule, 86–87, 92–93 at McKinsey, 76–79
and limits of analysis, 90–91 and not reinventing the wheel,
and limits of client’s abilities, 76
97–99 and quality control, 80
and performing sanity checks, Knuckey, Deborah, 113
88–90
and seeing through the client’s Leadership, xv
eyes, 95–97 Leiver, Gary, 69
and understanding the data, Lieberman, Kurt, 145
85–94 Logic trees, 11–14
Interviewing, 60–74
active listening while, 61–62, Managing, xiv–xv
69–70 your client. See Client(s)
of difficult interviewees, 63 yourself. See Self-management
follow-up to, 73 your team. See Teams
preparation for, 61 Market Share Reporter, 196
sensitivity while, 62, 70–71 Mathews, Sylvia, 8, 98, 162
structure in, 63–69 The McKinsey Way (Ethan M.
tips for effective, 62 Rasiel), ix–x
Intuition, xv–xvi McKinsey-ites, defined, xvii
Investext, 189, 202 MECE, 3, 6, 12, 25, 109
Involvement opportunities, creat- Mentors, 174–75
ing, 166–67 Million Dollar Directory, 197
Issue trees, 16, 24–28 Moody’s Manuals, 200
ISW. See Interpersonal Skills Work- Morale, team, 143
shop Myers-Briggs Type Indicator, 139

Journal articles, 188–89 NAICS, 191
Negotiation, constant, 162
Katzenbach, Jon, xii Networks and networking, 177–78
Kenny, Paul, 5, 40–42, 51, 98–99, Newman, Lee, 140
120 Newspaper articles, 188–89
Key Corp., 6–7, 131 North American Industry Classifi-
Key drivers, finding the, 33 cation System (NAICS),
Keynes, John Maynard, 91–92 191
Knowledge management (KM),
74–82 Office of Trade and Economic
and acquisition of external Analysis, 193
knowledge, 79 O’Hanley, Ron, 90, 111, 152
and company culture, 76–79 Overcommunication, 140–41