Juliette Vanroy – 56070

Miguel Crua - 53939

Luca Nissim - 55590
Leon Niklas Brockel - 53429

The McKinsey
Way
Chapter 1-3
Chapter 1: Building the Solution
The Three Major Attributes of The Problem-Solving Process
Fact-based
• Facts are crucial when
solving problems.
• Facts increase credibility.
• Facts compensate for the
lack of gut instinct.
• Facts can be feared, being
ignorant toward them can
lead to failures within the
company.
Rigidly structured
MECE Structure
Mutual Exclusive: issues are
separate and instinctive.
Collectively Exhaustive:
includes all items relevant to
the problem.
MECE Method
A. Build subcategories made
up of main issues -
separate and distinct.
B. Are all relevant issues
included?
C. Create "other issues"
category for those issue
not related to the main
issues.
Hypothesis-driven
Aim
Proactively defining the problem.
Initial Hypothesis (IH)
*must be proven or disproven.
A. Generate a fact-based overvi
ew of the industry and the pro
blem.
B. Define IH by making a breakd
own of problem's key drivers.
C. Offer suggestions about each
driver.
D. Build an issue tree (top-line s
uggestions first).
Test and challenge problem-solvi
ng map in practice.
 Chapter 2: Developing an approach
As no two company problems are the same, choose a specific strategy for each one.

➢ The problem is not always How to approach ➢ Keep in mind the uniqueness
business
the problem problems at of the client
McKinsey? ✓ Similar business issues don't always have
✓ Issues can be presented in hazy terms, or
the client might even make an incorrect Choose the appropriate comparable solutions. Use resources
strategy for each unique
assumption. The issue that the client challenge in order to create
customizing them to the client's issue.
identifies should only be considered a a solution for it

symptom; determining the true nature of the ➢ Don’t bend the truth to suit
issue requires further investigation and your argument
probing questioning.
➢ Allow the solution to come to ✓ Avoid letting your initial hypothesis
deceive you. Periodically step back
➢ No need to reinvent the wheel you and reevaluate whether the fresh data
✓ Since most business challenges are ✓ A successful project does not necessarily and analysis still support the original
similar to one another, a limited handful of require a strong Starting Hypothesis. If hypothesis.
problem-solving strategies can be applied creating an initial hypothesis is not practical
to a variety of difficulties. This enables or wise, use analytical thinking based on ➢ Ensure that your solution
consultants to integrate raw data into facts and creativity to address the issue. fits your client
logical frameworks and, in turn, allows ➢ Solve the unsolvable ✓ Create the solutions customized to the clients'
them to begin concentrating on the root ✓ When working on a project, intra-organizational politics talents, shortcomings, and capabilities. Avoid
causes of the issue. can be a substantial obstacle. Possible strategies focusing solely on finding the greatest solution;
include "redefining the problem," "tweaking your way to instead, consider how easily the solution can
a solution," or "working through the politics" when there be implemented.
are explicit factions within an organization with different
viewpoints regarding the study.
Chapter 3:
80/20 and Other Rules to Live By

The 80/20 Don't boil

rule the ocean
20% of factors
cause 80% of the res Prioritize tasks and fo
ults, increase problem cus on important factor
solving ability by orga s saves time and incr
nizing data eases efficiency

Find key Pluck low-

Hit singles
drivers hanging fruit

Utilize fact-based anal Do not exclude team

Celebrate small victori
ysis to find main driv members in problem s
es with customers by d
ers of issue or perform olving process as it inc
escribing your soluti
ance reases shareholder ex
on building process i
pectation from you and
n detail
makes future assesse
ment more critical
Chapter 3:
80/20 and Other Rules to Live By

Admit lack of Make 1 chart

Elevator test knowledge a day
Try presenting your w
ork in 30 seonds to te Be honest if you don't k Mapping your thought
st your understanding now something, you do process visually will ma
, and formulate three m n't want to be caught pr ke it easier to analyze is
ost important recmme etending as it is unprofe sues and not get lost i
ndations ssional and dishonest n information

Keep the big Don't accept "I

picture in mind have no idea"

Do not lose sight of th

Combine the collectiv
e end goal by getting lo
e knowledge of all me
st in unimportant details
mbers of a team, do no
, step back sometimes
t disregard opinions
to analyze the issue