The McKinsey Engagement

by Paul N. Friga

3-2 Assist: Status Report

  MOTIVATE

  4-1 TEAM FOCUS Model—Motivate

  4-2 Motivate: Motivation Chart

  FRAME

  5-1 TEAM FOCUS Model—Frame

  5-2 Frame: Profitability Issue Tree

  5-3 Frame: Business Issues

  5-4 Frame: Information Tree

  5-5 Frame: Decision Tree

  5-6 Frame: Articulate the Hypothesis

  ORGANIZE

  6-1 TEAM FOCUS Model—Organize

  6-2 Organize: Process Map

  6-3 Organize: Content Map

  6-4 Organize: Story Line

  COLLECT

  7-1 TEAM FOCUS Model—Collect

  7-2 Collect: Ghost Charts

  7-3 Collect: Interview Guide

  7-4 Collect: Interview Summary

  7-5 Collect: Key Secondary Sources

  UNDERSTAND

  8-1 TEAM FOCUS Model—Understand

  8-2 Understand: Implications Summary

  8-3 Understand: Insight-Titled Chart

  SYNTHESIZE

  9-1 TEAM FOCUS Model—Synthesize

  9-2 Synthesize: Final Report 177–221

  The TEAM FOCUS Rules of Engagement

  INDEX

  ABG

  accadis Hochschule Bad Homburg

  Accountability:

  deadlines and

  of team members

  Achievements, celebrating

  Adayana

  Agendas

  Agreement, in evaluation

  Apax Partners

  Applications of TEAM FOCUS

  business school

  consulting firm

  corporate

  Area experts

  Assessment:

  personal (example) (See also Evaluate)

  Assist

  adjusting workloads

  Case Study

  deliverable: status report

  described

  keeping teammates accountable

  key areas for

  leveraging expertise

  Operating Tactics

  providing timely feedback

  roles and

  Rules of Engagement

  Stories from the Field

  Authoritarian approach

  Autonomy, motivation and

  BCG

  Beernaert, Arnaud

  Brainstorming process

  Burleson, Alan

  Business school examples

  Assist

  Collect

  Evaluate

  Frame

  Motivate

  Organize

  Synthesize

  Talk

  Understand

  Buy-in:

  Collect and

  Frame and

  Synthesize and

  Talk and

  tips for obtaining (See also Ownership)

  Cannon, Chris

  Carnegie, Dale

  Case interviews (see Interviews)

  Case study (see Johnson County, Indiana case study)

  Celebrating achievements

  Celgard

  Center Grove study (see Johnson County, Indiana case study)

  Citibank

  Client team:

  buy-in from

  in collect process

  implementation team

  key contact

  motivating

  project team

  Coaching assignments

  Collaboration:

  Assist and

  Understand and

  Collect

  Case Study

  conducting interviews

  deliverables

  ghost charts

  interview guide

  interview summary

  key secondary sources

  described

  designing "ghost charts" (example)

  gathering secondary data

  Operating Tactics

  Rules of Engagement

  Stories from the Field

  Columbia University, Graduate Business Association (GBA)

  Communication (see Talk)

  Competition:

  motivation and

  team goals and

  Constituents:

  client implementation team

  client project team

  consulting team

  Implications Summary

  motivation of client team members

  telling a good story to

  thinking through implications for (example)

  (See also Client team)

  Consulting firm applications

  Contact information

  Content maps:

  creating to test hypotheses

  example

  nature of

  Content roles

  Convertam

  Corporate applications

  Cultural issues, in evaluation process

  Dank, Clifford

  Darden School of Business, University of Virginia

  Deadlines:

  motivation and

  role of

  Decision trees (example)

  Deliverables:

  Assist: Status Report

  Collect

  Ghost Charts

  Interview Guide

  Interview Summary

  Key Secondary Sources

  Evaluate: Individual Plan

  Frame

  Articulate the Hypothesis

  Decision Tree

  Information Tree

  Motivate: Motivation Chart

  Organize

  Content Map

  Process Map

  Story Line

  Synthesize: A Study on the Incorporation of Center Grove

  Talk

  Engagement Letter

  Team Charter

  Understand

  Implications Summary

  Insight-Tilted Chart

  Deloitte

  Demonstration, as motivation tool

  Deutsche Bank

  Documentation:

  e-mail in

  of key insights on charts (example)

  of secondary sources

  of team contact information

  Duke University, Fuqua School of Business

  Efficiency:

  deadlines and

  division of responsibilities

  framing and

  hypothesis formulation for

  secondary data and

  undercommunication as cause of

  Egon Zehnder International

  E-mail:

  advantages of

  communication via

  cultural differences and

  to gain feedback

  Engagement letters (example)

  Evaluate

  Case Study

  critical success factors for

  deliverable: individual plan

  described

  developing personal growth objectives/assessment plan (example)

  discussing team dynamics

  importance of

  key questions for

  monitoring goals

  Operating Tactics

  Rules of Engagement

  setting expectations

  Stories from the Field

  Expectations:

  for self, setting (example)

  for team, setting

  Expertise, leveraging

  Explicitness, in evaluation

  Fact packs

  Feedback:

  anonymous electronic

  in assist process

  in evaluation process

  formalizing

  guidelines for giving and receiving

  positive reinforcement of teammates

  postmortem

  Finance questions

  Flash meetings

  Frame

  business issues

  Case Study

  deliverables

  decision tree

  hypothesis articulation

  information tree

  described

  developing the issue t
ree (example), (example)

  formulating hypotheses (example)

  identifying key question

  Operating Tactics

  Rules of Engagement

  Stories from the Field

  strategy change and

  Frandsen, Brigham

  Friga, Paul N.,

  Frye, Randy

  Fuqua School of Business, Duke University

  Gantt charts

  Ghost charts

  documenting key insights on (example)

  example

  nature of

  parts of

  problems of

  in Understand

  Gilliland, Bill

  Graduate Business Association (GBA), Columbia University

  Grecourt, Yannick

  Gros, D. A.

  Groupthink, avoiding

  Guy, Alain

  Haas School of Business, University of California at Berkeley

  Human resources questions

  Humility factor

  Humiston, Fred

  Hypotheses:

  efficiency and

  formulating (example)

  organizing around

  testing with content maps

  Implications:

  Implications Summary

  thinking through (example)

  Incentive systems

  Indiana University, Kelley School of Business

  Information trees (example)

  Infosys Consulting

  In-person communications

  Interviews

  importance of

  interview guide example

  interview summary example

  key contact and

  obtaining client input through

  problems of

  TEAM FOCUS model in preparing for

  tips for conducting

  Intuition, in scientific method

  Issue trees:

  core

  decision trees (example)

  developing

  information trees (example)

  John Deere

  Johnson County, Indiana case study

  Assist

  Collect

  Evaluate

  Frame

  Motivate

  Organize

  Synthesize

  Talk

  Understand

  Kelley School of Business, Indiana University

  Kennedy, Ben

  Key questions:

  client discomfort with

  in evaluation process

  identifying

  starting point for

  story line and

  Kmart

  Knowles, Anita

  Krzywicki, Tim

  Kuo, Peter

  Langstaff, Harry

  Leveraging expertise

  Lewis, Mike

  Lim, Victoria

  Listening skills

  Makkar, Shalini

  Marketing questions

  MBTI (Myers-Briggs Type Indicator)

  MECE (mutually exclusive and collectively exhaustive) framework

  Meetings:

  agendas for

  frequency of

  schedule for

  Merolla, Sisto

  Metro Atlanta YMCA

  Minto, Barbara

  Monitoring results

  Monsanto

  Motivate

  Case Study

  celebrating achievements

  client team members and

  competition and

  deadlines and

  deliverable: motivation chart

  described

  identifying unique motivators

  Operating Tactics

  positively reinforcing teammates

  Rules of Engagement

  Stories from the Field

  Mutually exclusive and collectively exhaustive (MECE) framework

  Myers-Briggs Type Indicator (MBTI)

  Objectives:

  personal, setting (example)

  for team, setting

  Openness, in evaluation

  Operating Tactics:

  Assist

  Collect

  Evaluate

  Frame

  Motivate

  Organize

  Synthesize

  Talk

  Understand

  Operations questions

  Organize

  Case Study

  creating a content map to test hypotheses

  deliverables

  content map

  process map

  story line

  described

  designing the story line

  developing a high-level process map

  Operating Tactics

  Rules of Engagement

  Stories from the Field

  Orr, Duncan

  Outsourcing research

  Overcommunication, costs of

  Ownership:

  accountability and

  motivation and

  understand and (See also Buy-in)

  Peer-based teams, evaluation process and

  Pellizzari, Mario

  Personal growth objectives/assessment plan (example)

  Personality types:

  analyzing

  dimensions of

  evaluating

  motivation process and

  Personnaz, Oliver

  Pfeffel, Florian

  Phone communications

  Positive interaction process

  Positive reinforcement:

  incentive systems and

  of teammates

  Postmortem feedback

  PricewaterhouseCoopers (PwC)

  Primary research (see Interviews)

  Process maps:

  developing

  example

  nature of

  organizing and

  Process roles

  Procter & Gamble

  Pulido, Juan

  Pyramid approach to stories:

  applying

  described

  Questions (see Key questions)

  Quick wins

  Ramos, Pedro

  Reagan, Ronald

  Recommendations for improvement

  Research process (see Collect)

  Reward systems

  Roles

  confusion over

  content

  process

  Ross School of Business, University of Michigan

  Rules of Engagement:

  Assist

  keep teammates accountable

  leverage expertise

  provide timely feedback

  Collect

  conduct meaningful interviews

  design "ghost charts" to exhibit data (example)

  gather relevant secondary data

  Evaluate

  develop and reevaluate personal plan (example)

  discuss team dynamics

  set expectations and monitor goals

  Frame

  develop the issue tree

  formulate hypotheses (example)

  identify the key question

  Motivate

  celebrate achievements

  identify unique motivators

  positively reinforce teammates

  Organize

  create a content map to test hypotheses

  design the story line (example)