DELIVERABLES
Figure 9-2 Synthesize: Final Report
AFTERWORD
I hope you have found some value in this book. I use the material with business school students, consultants, and executives on a regular basis, and it seems to resonate well with them. The goal was to present these concepts in a fairly straightforward and easy to grasp way. The key to making the framework lies not just in an understanding of the concepts, but also in disciplined execution of those concepts. The benefits of the model are best realized when the entire team is aware of and on board with the concepts; otherwise, the efficiency and effectiveness benefits may be somewhat lower. This brief and final chapter is dedicated to providing a few more ideas and examples of ways to implement the TEAM FOCUS model.
BUSINESS SCHOOL APPLICATIONS
One of the most obvious opportunities for application of the concepts in this book is within business schools. In my research in the area of management education (not to mention "hanging my hat" in business schools for the past 11 years), I enjoy tracking curriculum trends. One of the most significant shifts over the past 20 years has been a dramatic increase in "experiential learning" in the form of field studies, simulations, and case competitions. The ideas from this book may have something to offer in each of these areas.
For example, almost all top business schools provide opportunities for students to participate on consulting teams that work with actual businesses to solve real-world business problems. TEAM FOCUS could serve as a methodology for teams working on these projects. The deliverables provided in the book may offer ideas for templates that business consulting teams can consider as they work on these projects. The same can be said for business simulations and case competitions. As a coach for many such teams, I find that the students really appreciate any tools that can improve their efficiency—many competitions must result in a final slide deck and presentation in 24 hours! What great training to become a management consultant.
Another area of potential impact is in preparation for case interviews. As a consulting faculty member, one of my responsibilities is preparing students for case interviews. Consulting firms use case interviews to get a sense of the candidate's interpersonal and analytical ability. The TEAM component of the model can provide ideas on potential answers for behavioral questions as well as advice on how to act during the case interview. The FOCUS component is perfectly aligned with conducting the case interview with a very structured approach, as the intent of the interviewers is to simulate a "mini" project and see how well you can structure an answer and work toward recommendations in 30 to 40 minutes (this parallels actual consulting projects, just in a much-abbreviated format). One of my students mentioned that during an interview with a top consulting firm, she actually cited the framework and it seemed to help. She was asked how she would define good team-work, and her answer included the inclusion of talking, evaluating, assisting, and motivating. Her interviewer was pleased, and the student ended up landing the summer internship at the firm.
Finally, some of this material could be considered as part of the core curriculum in management consulting and perhaps even the entire MBA program. Business Week, U.S. News & World Report, and other periodicals (such as Strategy & Business) continue to highlight the need to advance students' skills in the areas of teamwork, analysis, and presentations ("TAP" skills) as well as the scientific method. Each of these topics is addressed to some extent in this book, with tools and templates being provided through the case study.
CONSULTING FIRM APPLICATIONS
Another obvious potential area of impact would be within consulting firms. My research suggests that most large consulting firms have developed their own internal problem-solving methodologies, which are probably quite similar to what is described in this book (at least for strategy and operations types of firms). Therefore, it may behoove new consultants to read this book as an introduction to and example of what they may experience in their new careers. Another opportunity for the large firms is to use this material in their introductory consulting courses as students are brought on board. An even more thorough indoctrination to the consulting mindset may be possible by reading all three books in the "McKinsey Trilogy"—The McKinsey Way, The McKinsey Mind, and The McKinsey Engagement (shameless plug for Ethan and me, I know).
For small- to medium-sized consulting firms, the opportunity for application may even be greater. I have had the privilege of working with two such consulting firms in Indianapolis over the past few years, and they seem to have been quite successful in integrating the concepts from the book into their core problem-solving methodologies.
The first is ABG, a consulting division of Adayana, which specializes in food, agriculture, and other related industries. Its consulting division was growing quickly and was focused on solving strategic, marketing, and operations issues for top companies in this space, such as John Deere, Monsanto, and others. I was brought in to teach a one-week course on the TEAM FOCUS model, and it went extremely well. The company ultimately adopted TEAM FOCUS as its internal framework, published a guidebook, and provided additional material and templates with many customized to their niche positioning.
The other firm is Walker Information, a well-established market research firm that is greatly expanding its value-adding consulting capabilities (it is very well known for its insights into customer loyalty). I was brought in to teach the TEAM FOCUS model and worked with the company as it took the ideas behind the TEAM FOCUS model and created its own custom methodology (SISTEM—Situation Analysis, Information and Fact Gathering, Strategy Development, Training, Execution, and Monitoring), which is now used on every engagement. The program had immediate impact during the second-year program, as members of the firm were teaching the ideas and implementing them on a case study and on real projects. The CEO, Steve Walker, told me that these ideas have "transformed the organization."
CORPORATE APPLICATIONS
These same concepts can be helpful to corporate executives as well. I present the model as a way to "think strategically," as it forces objective, scientific analysis. This is very important in this day and age, as intuition and executive blind spots can lead to significant loss of shareholder value in many cases. This model can become part of executive training on team problem solving and strategic thinking. The concepts presented herein can certainly be generalized to corporate team problem solving and even everyday work.
Another benefit to corporate executives is that the book can provide a window into the often-mysterious consulting approach to problem solving. This can prove invaluable if you are hiring or working with an external consulting firm. I have received numerous positive comments from both executives and consultants who thought that material from The McKinsey Mind actually led to a better company-consultant relationship, as the two groups were able to speak the same language and better understand the consulting problem-solving approach.
Finally, there has been a dramatic increase in internal consulting divisions within companies. This is partially due to a plethora of ex-consultants who left consulting to pursue a better lifestyle and who wanted to work within one company or one industry for a longer period of time. It is also a result of corporations realizing that there is value to having an independent perspective on decisions, even it comes from within the same corporation (internal consultants are usually separate from any one functional area). Internal consulting teams can utilize the ideas presented here on their projects as well as in training. Alumni from my classes have written me to let me know that they have utilized and even developed modules with this material for firms as large as 3M.
OUTCOMES OF THE CASE STUDY (FROM TIM'S PERSPECTIVE)
The story came together well in the end. During the dry run and final presentation, we received valuable feedback from the client and were able to respond to client concerns about our recommendations by discussing the factors that we had balanced and the outcomes that would result from different methods of incorporation. The
impact of our presentation seemed most obvious when an older member of the community, a farmer, stood up to observe that the community had changed a great deal in the time he had lived there, from a quiet, dirt-road, rural community to a fast-growing area with high land values and new service needs. His point was not that change was bad, but rather that change was inevitable, and that the community needed to work toward positive change. The impact of our work hit home as I watched this farmer speak, and I realized that we were contributing to the future of a large number of individuals. I'm proud to have helped the community to understand its options so that it could forge ahead with an informed outlook and a united vision. Our principled approach helped to ensure that our contribution was a positive one.
At the end of the day, it was the community's responsibility to make a decision; the nature of the project was such that we simply put the information into people's hands and walked away. This differs from many consulting engagements, where a small initial project might lead to further work in the future. Another point I might make is that this project was so unusual (literally—new cities don't appear very often!) that it forced us to really test our methods and structure our thinking to a greater degree than a typical business case might have done. Despite the difficulties we had, I think it was a great learning experience, and I feel more confident about applying Dr. Friga's TEAM FOCUS model in the future, whatever the engagement might be.
Not only has the final report been read by many citizens, but the county leaders also refer to it as they shape their strategy going forward. The powers that be initially leaned toward annexation by Bargersville (ironically, our original hypothesis) instead of incorporation, which was our ultimate recommendation. However, they are now exploring the possibility of tidily merging with Bargersville, avoiding many of the headaches of annexation.
OUTCOMES OF THE CASE STUDY (FROM PAUL'S PERSPECTIVE)
Perhaps the impact of which I am most proud from writing this book is what happened to the subject of the case study presented in this book. The unincorporated area of White River Township has struggled for many, many years to make the strategic decisions necessary to advance the well-being of its citizens. It is a wonderful area in which to live, but it desperately needs changes in its infrastructure and organizational capabilities.
As a result of our project, hundreds of citizens are now engaged in the process of figuring out that strategy. There is a core team that took the ideas and ran with them; this team is currently crafting a strategy that will most likely lead to incorporation for White River Township. The ironic point is that it is looking as though that may come through a merger with Bargersville, which was our initial hypothesis! Ultimately, we felt that this hypothesis lacked sufficient support, as we assumed that the citizens would reject such a proposal. The current team of citizen and government leaders is working hard to make it work. We certainly hope it will. I am extremely proud of our team and the potential impact on improving the long-term viability of the area and its 40,000 citizens!
Anita Knowles, the county council member who worked closely with our team, summarized our impact as shown here. It was an absolute pleasure working with her!
The case study has proven very beneficial to our community. There are three reasons why: this is the first time an objective, all-inclusive study of the area has been conducted; interesting conclusions were offered; and our community is now taking steps to accomplish one of the recommendations of the final report. I was amazed at how much the team accomplished in such a short period of time. I can safely say that this was both as efficient and effective a project as I have seen in quite some time.
The TEAM FOCUS Rules of Engagement
INDEX OF STORIES FROM THE FIELD
TALK
One lagging work stream fails to communicate crucial information.
Multiple teams and time zones lead to inefficient and ineffective communication.
Clear communication within the team and with external shareholders leads to success.
Business School Example: Communication with constituents leads to support of executive board's plans.
EVALUATE
Team dynamics discussion simplifies cross-cultural project management.
A change in team size and structure necessitates a new "evaluation" plan.
Disclosing personal weaknesses leads to personal improvement and team success.
Business School Example: A business school leader discusses group dynamics and the importance of feedback.
Business School Example: A team surmounts cultural differences by discussing work styles and setting ground rules.
ASSIST
Assisting colleagues—even those on different projects on different continents—is beneficial to the firm as a whole.
Leveraging the knowledge of multiple work-stream leaders helps one consultant create a cohesive financial model.
Formalizing feedback practices helps to make the process more effective.
Including the client in organized feedback mechanisms contributes to the engagement's success.
Business School Example: Defining clear leaders helps to overcome team conflicts and to improve efficiency.
Business School Example: Role definition and project collaboration balance individual and team responsibilities.
MOTIVATE
Personal responsibility and coaching help to motivate a young associate.
A motivated client and morale-building "quick wins" lead to success.
Understanding personalities and individual drivers helps to motivate both McKinsey and client team members.
Business School Example: Positive reinforcement is key in motivating students who have no enforceable obligations to their organization.
FRAME
Framing and prioritizing lead to project efficiency, and a project is finished in less than half of its allotted time.
Several weeks into a project, the project team helps client management define its real key question.
A client's discomfort with the key question ultimately dissolves the entire engagement.
Business School Example: A lack of information from the client delays the Frame process and decreases project efficiency.
ORGANIZE
Taking the time to make an educated hypothesis leads to project efficiency.
Failure to implement well-framed, hypothesis-driven approaches leads to extraneous work and inefficiency.
Clear organization drives the success of one project, while failure to align team members toward a single goal contributes to mediocre results in another.
Business School Example: Division of responsibilities to avoid redundant efforts and frequent communication lead to an efficient and thorough engagement.
Business School Example: Definition of team goals and awareness of others' progress help a busy team win a case competition.
COLLECT
Strategic data collection that includes heavy use of ghost charts makes all the difference.
Working with a large client team helps with data collection as well as buy-in.
Business School Example: Periodically touching base with a partner helps to keep an intern on track with collecting relevant data.
UNDERSTAND
A client's failure to communicate changes in expectations effectively leads to an abrupt change of direction for the consultant team.
Understanding the "so whats" is at the heart of a consultant's advice for project success.
Business School Example: Understanding other team members' roles and assignments helps a team to conduct a successful engagement efficiently.
SYNTHESIZE
Thinking through the end presentation leads to more efficient problem solving.
Identifying and involving the right client constituents during the engagement process helps an engagement run smoothly.
Application of the pyramid structure is a key takeaway from one consultant's career at McKinsey.
Business School Example: Buy-in fro
m a key member of the client team drives efficient engagement work and ensures positive client reception of the recommendation.
LIST OF ILLUSTRATIONS
I-1 TEAM FOCUS Model
TALK
1-1 TEAM FOCUS Model—Talk
1-2 Talk: Team Charter
1-3 Talk: Engagement Letter
EVALUATE
2-1 TEAM FOCUS Model—Evaluate
2-2 Evaluate: Individual Plan
ASSIST
3-1 TEAM FOCUS Model—Assist
The McKinsey Engagement Page 15