Advanced Level Participant Handbook

Forward
Learning for your Future
Advanced Level (L2) - Participant Handbook

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© Copyright 2021 McKinsey & Company

This material is developed by McKinsey & Company. No part of this workbook may be circulated or reproduced for distribution outside
the Forward program without prior written approval from McKinsey & Company.
Welcome to the Advanced Level!
We are excited to welcome you to the Advanced Forward consists of 3 levels of learning designed
Level of Forward. in a way where so that you can own your journey.
The more you engage and progress, the more
Designed for young professionals, this program learning and experiences you can unlock
will equip you with a broad set of skills to boost
your career and thrive in the future During the Advanced Level, you are expected to
of work. invest around ~3 hours per week to take in the
complete learning and be able to embed it in your
Forward is a McKinsey signature social day to day life.
responsibility initiative that aims to provide:
This handbook is designed to serve as a canvas
 Practical content and skills that you can for you to capture ideas, reflections and
apply immediately on the job insights during and after the program. Put your
name on the front cover and make it your own!
 A learning journey based on McKinsey’s
cutting-edge content and delivered by We hope you will embark on your journey
expert facilitators energized and motivated and get to practice some
of the learning intentions you set in Level 1.
 A community of peers across borders who
you can learn from and share experiences and
build lasting relationships
McKinsey & Company 2

Content Journey overview
Foundation Level (L2) Planner
Problem Solving (Part 2) Digital Course
Urban Congestion Group Case Assignment
Communicating for Impact (Part 2) Digital

Course
Think Forward Workshop
Lead Forward Workshop
Planner for Transition to Network Level (L3)

Forward is designed over three levels.
Complete transition criteria by the deadline to
unlock higher levels of learning
You
are
here
Foundation level Advanced level Network level

(L1) (L2) (L3)
Objective: Discover Unlock by Objective: Expand and Unlock by Objective: Join a vibrant
critical leadership skills completing: apply new future of work completing: community of peers and
needed to thrive in the leadership skills regularly refresh skills
❑ All digital ❑ All digital
future of work
courses course &
 Welcome Webinar  Digital courses assessments  Assessment
❑ Self
 Assessments assessment Problem Solving ❑ 2 virtual — Self assessment
and (part 2) workshops
— Self assessment colleagues’ — Manager/peer
❑ Group feedback
feedback Communicating
— Manager/peer assign-ment
feedback ❑ Verification with Impact submission  Digital courses
documents (part 2)
 Digital courses1 ❑ End of Booster content
❑ Learning  Virtual workshops program quiz
Adaptability & Reflections
Resilience and Think Forward
Intentions
Problem Solving
Blog Lead Forward
(part 1)
Communicating with  Group assignment
Impact (part 1)
 End of program quiz
Digital Essentials
Supported with: Supported with Supported with

 Expert interviews/  Coaching  Expert interview/
fireside chats sessions for group fireside chat
work
 Meet & greets  Monthly
newsletter
Content and activities in the Forward journey fall under 3 topics, mapped
to the most critical Future of Work skills
Lead Yourself & Others Conquer Business Challenges Navigate the Digital World
Applying social and emotional skills to Using structured thinking tools to solve Understanding and applying new ways of
build adaptability and develop authentic complex challenges and communicating working and thinking in an increasingly
relationships messages with impact digital world
1. Digital courses do not need to be completed in the given order

The content in store for you...
Focus of this handbook
Learning components Details

L1 Adaptability & Resilience  Recognize & shift own mindset patterns about learning
(digital course)  Apply personalized learning tools & strategies
 Build resilience and emotional flexibility to persist in your
learning journey
 Apply techniques to best enable an effective team learning environment
Problem Solving Part 1  Introduction to McKinsey’s problem solving approach

(digital course)  Focus on defining challenging problems, prioritizing issues
Communicating for  Introduction to structuring arguments using pyramid principle

Impact Part 1  Tailoring arguments to address audience needs, crafting inspiring prose
(digital course)
Digital Essentials  Articulate what is “digital”, why it matters and how it creates value
(digital course)  Build your digital “toolkit” through building foundational literacy
 Create positive mindset around digital
L2 Problem Solving Part 2  Focus on synthesizing findings and developing actionable

(digital course) recommendations
Communicating for Impact  Delivering messages with personal presence and style
Part 2 (digital course)
Think Forward  Creating inspiration to adopt new ways of working and thinking
(workshop)  Exploring and experiencing what is different with these new concepts in
your professional life
Lead Forward  Understand yourself and how to build inner agility and resilience
(workshop)  Apply valuable techniques to deepen relationships with others

Reminder: Want to share your participation
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screenshots of the
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and document) and
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you’ve accepted

Course

Advanced Level (L2) Planner Mandatory Optional
The program uses a mix of delivery methods to ensure engagement and impact, thus you will have
many digital and virtual activities in the path to self discovery. Below are the list of activities that you
will encounter during this module
Use this checklist to mark your progress along the learning journey
Agenda item Description Duration Where

Problem Solving Digital Fully digital self-paced course 3-4 hours Platform
Course (Part 2) including assessment
Urban Congestion Group Virtual meet-ups with peers to 3-4 hours This
Work Assignment work on a case assignment handbook
Communicating for Fully digital self-paced course 2-3 hours Platform

Impact Digital Course including assessment
(Part 2)
Think Forward Workshop Online set workshops with a 4 hours Registration
facilitator and peers form via email
Lead Forward Workshop Online set workshops with a 4 hours Registration

facilitator and peers form via email
End of Program Quiz Mini quiz on program learnings 15-30 minutes Platform
Suggested reading Additional content to reinforce ~40-45 minutes Platform

topics


Course

Problem Solving Digital Course (Part 2)
What to Expect
Second half of the «Problem Solving» digital course focuses on the remaining steps for McKinsey’s
approach to problem solving
Learning objective
Synthesize findings, and develop actionable recommendations after through analysis using
McKinsey’s problem solving approach
Overview of course structure:

Arriving at a
Structuring Wrap up & Assessment
Recommendation
Lesson 4 Lesson 5 Lesson 6
 Learn techniques to help  Learn the final four steps Wrap up
structure a problem by of the hypothesis-led
disaggregating a complex approach:
problem into more  Set up, plan, and structure  Measure your mastery of
manageable pieces that are appropriate analyses over the key concepts covered in
MECE (mutually exclusive, the course of a project the course
collectively exhaustive)  Synthesize the answer from  Reflect how to implement a
 Recognize situations that a set of analyses (e.g., what structured problem solving
can benefit from advanced is the “so what”?), create approach in your work and
idea generation techniques recommendations for key self-assess the progress
(e.g., point-of-view analysis, stakeholders, and identify you have made in the
assumption reversal, ways to use the influence course
constraint release) model to help affect change

 Introduction to the case
 Preparing for your group meetings
 Group Assignment Templates

Course

Case group assignment
What to Expect
We know you are very excited to start your group work. Before diving into the materials, please
review this page.
Throughout this group work, you are expected to work together with your team members as much
as you need to complete the task and have a feedback session with your coach to share insights
from your experience and receive your grading. Good luck ☺
Group Structure You will learn

Each group will have 5 members with pre-assigned Throughout the group work, you will have
roles, in addition to their contributor roles: a chance to learn, demonstrate and
 Planner: responsible all preparations regarding to the receive feedback the below skills:
meetings and time keeper based on the agenda  Structured thinking/problem solving
during the meeting
 Communication and presence
 Facilitator: Facilitates discussion
during the meetings to ensure  Prioritizing effectively
everyone’s participation and the focus is on the right  Having effective meetings
topic while pushes members to structure the problem
according to the framework introduced in the Forward  Using email effectively
digital courses  Closing the loop
 Reporter: Takes notes during the meeting to fill-out  Giving and receiving feedback
provided templates
 Time management
 Builder: Helps team members to align on next steps
and gets commitment
 Messenger: Responsible for all post-meeting
activities and communication with the Coach
Tasks Coaching & Feedback

Each group is expected to complete the following by Each group will have a Coach from
the deadline: McKinsey to:
 Hold at least 1 x 1,5 hour meeting approx.  Ask questions during the office hours
together as a group (groups can choose to meet (arrangement needs to be made by the
more or work offline) messenger)
 Upload all the deliverables to the platform — Groups can have 1x 30 minutes to
Each member is recommended to complete the meet with their coaches
individual success worksheet before meeting with  Provide a grade and feedback on the
their groups to align on team norms final deliverables
 Passing grade = 70

Your first project is in!
Gmail
Dear Advisory Team,
London needs your support in a pressing issue.

As London has been growing both in terms of population (4%
yearly) and as a business center, we are observing heightened
traffic due to increased number of registered cars (5.6% yearly),
directly impacting commuting times. We observe a shift towards
public trasportation to personal cars mainly because of health
concerns. Currently, during rush hours commute takes around 60
minutes and creates frustration among our inhabitants. We want to
ensure that the city of London can compete with the global
commute time of 28 minutes.
To achieve this desired commute time we are looking to create
several initiatives and put into action in the following 5-7 years.
We would like to get your recommendations on potential initiatives
to take while staying in our municipality’s budget of £10.3 billion.
In 6 months time, London will be completely vaccinated. However,
hygiene and public health will still be a priority.
As the issue is growing each day, we do not have time to waste.
Would appreciate your support for this project in the upcoming 4
weeks. Please come up with 1 recommended action to take.
To get things started on your side, you can find focus group results
that we have conducted earlier along with distribution of passangers
among public transportationn.
Best Regards,
Mayor of London

Your deliverable as a team consists of 4 items
1 Problem Statement 2 Issue Tree

Worksheet
3 Prioritization Matrix 4 Recommendation

Your steps forward
Prior to your 1 Work on the individual success worksheet (page 21)

first meeting
2 Familiarize yourself with the case and go through the role cards (page 22-40)
prior to your team meeting
3 Schedule a meeting to get together with your team
4 Complete the Problem Solving (Part 2) lessons on the platform
During your 1 Create your team worksheet and start to discuss the highlights of the case
meeting
2 Work on completing the problem statement worksheet, build your issue tree,
fill-out the prioritization matrix and come up with a recommendation (use
provided templates)
3 Align on next steps, tasks and responsibilities
In between 1 Work on any additional tasks (if there are any)

the meetings
2 Schedule 30 mins with your coach to get advice
Upon case 1 Group messenger to upload the final deliverables through to the learning
completion platform (details can be found in the learning platform)
2 Complete group work completion survey in your learning platform
3 Receive your feedback and grading from your coach
You can find your role

details/responsibilities
in the next pages

Here are your roles in the team.
Before the After the
meeting During the meeting meeting
Planner Facilitator Reporter Builder Messenger

Set time for Introduce the meeting Document the Monitor the Send memo
your team agenda to the group at discussion by interaction to and thank you
meeting the beginning filling out the make sure note to the
Guide process provided everybody’s team,
Make sure you intervene when templates voice is heard summarizing
invite the right necessary if the through and people the meeting,
people discussion is not
synthesizing build on each tasks and
Define the moving forward
team ideas other’s ideas commitments
meeting Guide members to
constructively agreed by the
reflect on problem Make sure
agenda and team members
solving framework every team Ask for final
share it prior to
covered in the digital member is feedback and Act as the
the meeting courses aligned on whether there point of contact
Identify the Push thinking within what is written is anything that for the Coach,
meeting the group members to on the a team manage all the
outcome and complete: templates member communication
make sure you — Problem wishes to to set office
share it with statement (page amend hours, receive
your team 32),
grading &
— Issue tree (page Align on the
members in feedback on
33) next steps and
advance the project etc.
— Prioritization responsibilities
During the matrix (page 34) Review the
Get
meeting, — Recommenda- final
commitment
ensure that tions (page 35) deliverables
for the
session is run Review the discussion and upload
necessary
according to and summarize back to them to the
follow-up
the agenda in team members learning
actions (if any)
a timely • What was platform
manner discussed?
• What was
agreed?
For individual role cards please refer to pages 25-39

FAQ
1 Can we have an extension?
Unfortunately no, to be able to get an on time feedback and grading
from your coach, deliverables must be submitted on the provided
deadline
2 Can I work by myself if I don’t have other group mates or
people aren’t answering me
Groups are designed to have at least 2 participants. If you don’t have
the minimum number of team members, please let the program
management team know, they will either re-allocate you or make
arrangements to merge with another group
3 Can we change roles?
Roles are assigned randomly to ensure diversity in the groups, if
members want to switch their roles they are welcome to
4 Do we all meet with our coaches?
We recommend all team members to join the office hours with the
coaches
5 Do I have to complete this task to get the certification? Is it
mandatory?
Completing the group work and getting a passing grade is a
prerequisite for getting the certificate of completion
6 Does grade matter?
Getting a passing grade (60%) from group work is sufficient to be
eligible for the certificate
7 I have questions regarding to this task, how can I get
help?
You can schedule 1x30 minutes office hours with your assigned
coaches to ask your questions


Course

Group work planner
A B C D
Complete your Individually review Go through the Identify “Team
own individual the details for the role cards to Norms” to set
preferences and case before your understand your new norms and
constraints meeting and the role and others’ routines
worksheet templates
Fill-out page 21 Review pages 22- Review pages 25- Fill-out page 39
before your first 24 & pages 32 - 29 during your first
meeting 35 meeting as
a group

A. Individual success worksheet
Each group member is recommended to fill-out the worksheet to
share with their group members
* A ppt version of this page can be downloaded from your Learning Platform
Name Working Personal Lifestyle Fun facts

style development preferences and What do I
preferences Which of my constraints want my team
strengths can to know about
What do I What would be the
my team me?
need to be best time to hold
leverage in
most meetings? How
this
productive? much time can I
assignment?
(e.g. dedicate to the
What do I
Individual group work?
want to
work vs.
achieve from
working in
this
a team,
assignment?
Communicati
What are my
on style
areas of
(online vs.
development?
offline))

B. Public Transportation available in London
Buses Underground: Docklands Santander Overground Taxi

the Tube Light Railway Cycles rail
Descrip- London's Can get Driverless line Simply hire a The services Two options:
tion iconic double- crowded connected to cycle through are frequent black cabs
decker buses during rush the London the app, ride it, and accessible and minicabs
All buses are hours Tube network then return it to Step-free Cabs can be
cashless (weekdays, 7- any docking access booked prior
9am and 5.30- station to trips
7pm)
Network All across To, from and Serves parts of There are more Only available All across
London around central East and than 11,500 outside central London
London South East cycles at over London or at
London 750 docking large stations
stations across
London
Hours of 24/7 Runs from From 5.30am- 24/7 24/7 24/7

opera- Night buses 5am until 12.30am,
tion run all night midnight, Monday-
between the Monday to Saturday
close of the Saturday From 7am-
Tube and the Reduced 11.30pm on
start of operating Sunday
daytime bus hours on
services Sunday
Average Pay as you go Pay as you go Pay as you go £2 for unlimited Pay as you go 16-30 minute
cost per £1.55 £7.40 £7.40 # of 30-min £7.40 drive, on
journey Daily cap Weekly cap Weekly cap journeys within Weekly cap average £25
£4.65 (Monday to (Monday to a 24 hour (Monday to 28-40 minute
Sunday) Sunday) period Sunday) drive, on
Weekly cap £37.00 £37.00 For journeys £37.00 average £35
(Monday to longer than 30 Between
Sunday) minutes, £2 for Heathrow and
£21.90 each additional Central
30 minutes London, on
average £75

B. There have been slight changes in
transportation in London from
2015 to 2020
Hypothetical
Buses Overground rail

Underground Taxi
Docklands Light Railway Personal vehicles (cars/motorbikes)
Santander cycles
% share of trips
110
100 100 100 100 100 100
100 3
11 12 15 16 8
90 18
8
80 22 20 18 18 7
16
70
13
60 11 11 11 11 10
1 3 6 7 8 19
50
15 14
14 15
40 17
7 8
30 8
9
9
20 42
33 32 28 25
10 22
0
2015 2016 2017 2018 2019 2020
Source: Data from London Mayoralty proprietary database, 2021

B. Customer focus group results
Hypothetical
Buses Underground: Docklands Santander Overground Taxi

the Tube Light Cycles rail
Railway
Selected Although It’s very Mostly use Very easy Overground I can find
customer there is reliable, it when I to use, rail is very taxis
feedbacks great traffic, which is need to get especially accessible, wherever
it is the why outside of enjoy it there is no and
cheapest I prefer it the city. during need for whenever I
type of sunny days, wheelchair want
transport- helps me ramps
tation, so it relax and
is my first gets me
preference where I
want to go
It’s too Trains get I wish it I can’t use it There are a So

complicated very went into on rainy lot of stops, expensive!
for me to crowded, more of days takes
find the especially London longer to
right stops, during rush arrive at my
I wait in hours destination
vain
Net 45 49 53 62 76 25
Promoter
Score (NPS)

C. Case group assignment: role cards
Planner
Tips for being a successful planner
Decide What is the ideal outcome of the
meeting
Participants needed to make the
required decisions
What material to cover
How to run the meeting
Upcoming Tasks
Set time for your team
meetings
Prepare Any necessary material e.g.,
Make sure you invite the presentation, handouts
right people Detailed agenda (what, who, where,
Define the meeting when, how) with clear timeline
agenda and share it prior
to the meeting
Identify the meeting Organize Invite participants well in advance

outcome and make sure Make sure everyone can attend
you share it with your Send an invite through a virtual meeting
team members in platform (e.g. Zoom, Teams, Skype)
advance
During the meeting, Familiarize yourself with below materials

ensure that session is
run according to the
agenda in a timely
manner
Seven Steps to Running How to save the world

the Most Effective (or at least yourself)
Meeting Possible from bad meetings
Facilitator
Tips for being a successful facilitator
It is important to set the scene at the beginning of
the meeting:
Purpose
The reason for the meeting
Decide
Upcoming Tasks What the audience will gain
Introduce the meeting
Prepare
agenda to the group at the
beginning The major points you will cover
Guide process intervene Organize

when necessary How you would like to run the session
Guide members to apply
Best practices to keep in mind for facilitating
learnings from problem
the discussion
solving digital course
1 Tie content to a clear set of meeting
Push thinking within the
objectives
group members to
complete: 2 Make realistic calls regarding time needed
(e.g., if we want everyone to have at least 5 min
 Problem statement of voice time and there are 6 people in the group,
(page 32), we need 30 min, not 10)
 Issue tree (page 33), Seek a balance of the facilitator speaking
3
 Prioritization matrix 20% of the time and the audience 80%
(page 34), Manage time for the group and never end late
4
 Recommendations (+/- 10 min) without permission
(page 35) 5 Watch for and act on signs of unease, latent
Review the discussion and disagreement or conflict (“I wonder how
summarize back to team everyone feels about that...”, “I see a confused
members look on a few people's faces, etc...”)
 What was discussed? 6 If issues seem to surface or people are not

digging deeper on a key issue, say to them
 What was agreed? 'tell me more’
Reporter
Tips for being a successful reporter
It is critical to take a step back and pick out important
information from interesting ones after spending time
with details
People with strong problem solving skills strive to

capture the essence of the story for the action-
Upcoming Tasks oriented recommendation
Document the discussion
by filling out the provided Even though synthesis may seem to be the last step
templates through before the end of the process, it has to be carried out
synthesizing team ideas throughout the process
Make sure every team
member is aligned on This reminds the team the question that needs to be
what is written on the answered, helps prioritization, points out the logical
templates connections for the solution and provides the «story»
that you can present throughout the process
Familiarize yourself with below materials
Presenting your Ideas Seven Steps to Running

with IMPACT the Most Effective
Meeting Possible
Builder
Tips for being a successful builder
Guide the process
Enforce ground rules and process
agreements
Monitor pace and timekeeping
Monitor air time
Upcoming Tasks
Monitor the interaction to Push the thinking
make sure everybody’s
Probe for clarity and logic
voice is heard and
people build on each Intervene when team is stuck
other’s ideas Make reality checks
constructively
Ask for final feedback
and whether there is Monitor the interaction
anything that a team
member wishes to Promote harmony
amend Address conflict
Test for consensus
Align on the next steps
and responsibilities
Get commitment for the Familiarize yourself with below materials
necessary follow-up
actions (if there any)
Dare to disagree In praise of conflict

Messenger
Tips for being a successful messenger
A good email is ….
Structured
Use top-down structuring to focus
on your key message.
Make sure your reader
understands what you want.
Upcoming Tasks
Send memo and thank Scannable Succinct

you note to the team, Put the key message and Aim for a single-screen
summarizing the essential content in the first message whenever possible.
few sentences. Structure That’s 80 words on a phone,
meeting, tasks and
detail with numbers or other 300 on a PC.
commitments agreed by formatting.
the team members
10 Golden rules of effective emails
Act as the point of
contact for the Coach, 1 Clear. Use the subject line to state your purpose: not
manage all the “Meeting notes,” but “FYI: March 3 meeting notes” or
“Action needed: March 3 meeting next steps”
communication to set
office hours, receive 2 Structured. Put your key message in the first sentence
or two
grading & feedback on
the project etc. 3 Scannable. Use subheadings, bullets, or Other formatting
to indicate sub-points
Upload final deliverables 4 Succinct. Aim for a single-screen message
to the learning platform
5 Sparing. Only use email when it is the correct medium.
Sometimes, the phone or in-person is the better form of
communication
6 Attentive. Be aware of how you are coming across in email
(e.g., tone, style)
7 Careful. Never write anything that might embarrass you or
the organization if forwarded
8 Professional. Proofread your emails. NEVER USE ALL
CAPS. Think twice about humor
9 Lean. Compress and zip large attachments. Use links to
collaboration spaces. Keep the email concise and add
additional detail at the end
10 Respectful. Set working norms with your colleagues
around receiving and sending emails
D. Team worksheet
Once you get together with your group members, collate
takeaways from individual worksheets to come up with the
team norms
Team cadence Interactions Development

 Discuss the best Align on Align on divison of
team schedule communication work, owners for
 Designate time to preferences and task/item
get individual technology (e.g.
work done Zoom, Whatsapp,
Skype, etc.)
 Create
transparency
around unavailable
time due to WFH
constraints (e.g.,
child care)


Course

Template: Problem Statement Worksheet
Please fill out the problem statement worksheet for «London’s Traffic
Problem»
Basic question to be resolved
Constraints within
Context solution space Criteria for success
Stakeholders Scope of solution space Key sources of insight
* A ppt version of this page can be downloaded from the ‘Urban Congestion Case
Group Assignment section’ in your Learning Platform McKinsey & Company 32
Template: Issue Tree
Please create an issue tree for «London’s Traffic Problem»
Feel free to add/remove as many boxes as you need
Template: Prioritization Matrix
Please create a prioritization matrix for «London’s Traffic Problem».
High Impact
Impact
Low Impact
Difficult to Implement Easier to Implement
Ease of Implementation
Template: Recommendation
Reasoning behind your
Your recommendation recommendation (Why)
Template: Meeting Checklist
Before the After the
meeting During the meeting meeting
Planner Facilitator Reporter Builder Messenger

 Made prior  Guided the team  Documented  Reviewed the  Shared memo
settings/adjust discussion the discussion discussion and and thank you
ments for the by filling out summarized note with the
team meeting  Intervened to the provided back to team team after the
monitor the templates members meeting
 Defined the interaction of the through
meeting team members synthesizing  Made sure  Communicated
agenda and team ideas everyone was with
identified the  Pushed thinking aligned on the the coach
meeting within the group  Aligned with all next steps frequently
outcome. members to team members
Shared both discuss on the on the ideas  Collected final  Uploaded the
items prior to tasks: documented feedback from final project
the meeting team members
— Problem
 Kept the time Statement  Got
during the worksheet commitments
meeting from
— Issue tree each member
— Prioritization
matrix
— Recommen-
dation
You did a great You did a great You did a great You did a great You did a great
job at…. job at…. job at…. job at…. job at….

Course

Communication for Impact
Digital Course (Part 2)
What to Expect
Continuation of “Communication for Impact” digital course focuses personal presence and
delivering your messages
Learning objective
Crafting inspiring prose, and delivering your message with personal presence and style
Overview of program structure:

Craft inspiring Facilitate an active
Develop a storyline Deliver with style
communications discussion
Lesson 5 Lesson 6 Lesson 7 Lesson 8
 Create and tailor a  Apply stylistic and  Recognize how delivery  Use techniques to
storyline to communicate rhetorical techniques to can be used to inspire create an inclusive and
your message in a crafting your message the audience to action open environment in a
compelling way to your that will inspire your or to take a point of discussion
audience audience and move view
 Apply a range of
them to action
 Articulate how to bring  Enrich your delivery by facilitation skills to help
your storyline to life with  Apply the principles of using physical move a group to
different media, storytelling to structure presence, vocal alignment,
materials, and your message and emphasis, and commitment, and
visualizations create an emotional emotional connection action shapes
connection with and sizes
your audience


Course

Workshop 1: Think Forward
Duration: 4 hours (including breaks and multiple break-
outs)
Timing (incl.
Objectives High-Level Agenda break-outs)
Introduction: ~40
Welcoming minutes
participants,
Getting inspired to adopt introducing faculty and
new ways of working topics, setting ground
and thinking: rules, check-in
 Agile
 Design Thinking New ways of ~90
thinking: Business minutes
thinking vs Design
thinking, exercise on
designing the perfect
wallet
New ways of ~75

working: Traditional minutes
organizations vs Agile
organizations, Electric
maze simulation,
Exploring and
“Doing Agile” vs “Being
experiencing how these
Agile”
new concepts can be
applied your professional
life
Closure: How Agile ~15
and Design thinking minutes
work together, key
learnings from today

Key Concept: Why the world today needs new ways of working
and thinking
Opportunities…
Opportunity to re-imagine
organizations and business
Challenges… models
New unmet customer needs

COVID-19
The rise of machine learning, AI

Major economic disruption
and automation
Social unrest
Employees with different
aspirations and capabilities
Frequent industry disruption
Changing societal expectations

New types of competitors

Worksheet: Sketch
Feel free to use this white space to sketch your wallet

Key Concept: Design thinking approach
Design Thinking uses an iterative process to

rapidly create new products, services and
processes for your customers
DISCOVER DESIGN DELIVER

Worksheet: Mobile Diary
Customer Name …
Age …
Profession …
Family- …
Description
Type and location …

of residence
Current Wallet …
Use
Needs …
Frustrations …
Other Notes …
* A ppt version of this page can be downloaded from your Learning Platform, you will
be using this during the workshop
Breakout Instructions: Let’s design the perfect wallet
for our customer
15 min Use page 44 of your handbook to:

1. Discuss the customer’s pain points you noticed in
the Mobile Journey
2. Prioritize 2 pain points you want to address with a
new design
DISCOVER De-risk 3. Reframe the problem statement to fit the
customer’s needs
5 min Use page 45 of your handbook to

individually list or sketch out as
many potential solutions to the pain
points you prioritized
DESIGN De-risk
10 min Decide as a group what

elements of everyone’s
solutions should be
incorporated into the final
DELIVER solution Sketch it out if you
have time!

Worksheet: Reframe the Problem Statement
Initial Problem Statement: Design the perfect wallet
…
Top pain points
Customer’s
name
What are the most important pain points in the
Describe the customer customer’s journey?
…
What are the customer’s major attributes?
…
…
… …
Goals and wishes …
What is your customer trying to achieve? What

does he/she need? Reframe problem statement
…
What is your group trying to solve?
…
…
…
… …
Insight (the customer says they need X

…
but really they need Y)
…
…
* A ppt version of this page can be downloaded from your Learning Platform, you will
be using this during the workshop
Worksheet: Solutions
Feel free to use this white space to sketch or describe

solutions as a group

Key Concept: Doing & Being Agile
New ways of working: Deliver better outcomes more

quickly and more efficiently
“Doing” agile “Being” agile

Collaborate in high-trust, Shift in mindsets from
diverse, empowered teams reactive to creative:
Work in cycles of rapid Notice and let go of fear

iterations, experiments and anxiety, and their
and learning underlying limiting beliefs
Focus on co-creating with Embrace and lean into joy,

and delivering value to passion and purpose, and
customers and other their underlying enabling
stakeholders beliefs


Course

Workshop 2: Lead Forward
Duration: 4 hours (including breaks and multiple break-outs)
Timing (incl.
Objectives High-Level Agenda break-outs)
Introduction: ~30
Welcoming minutes
participants,
Review and dig deeper introducing faculty and
into two concepts from topics, setting ground
the ‘Mindsets’ lesson in rules, check-in
the Adaptability and
Resilience course from
Level 1: Inner agility: ~90
▪ Growth vs. Fixed
Understanding the minutes
frames we use to view
Mindset the world, reactive vs
▪ Creative vs. Reactive creative mindsets,
Mindset triggers, pausing and
reflecting, stages of
growth
Listening : Empathy, ~50

listening to others, how minutes
to apply learnings from
Explore 2 tools that you
inner agility to
can use as young
relationships
leaders to put these
mindsets to practice for
yourself and others:
Closure: Key ~20
▪ Awareness/Pause/Ref learnings, one change minutes
rame when triggered to make after today,
▪ Deep listening one-word check-out

Pre-work: Self-reflection Questions
Upon watching the 2 minute video

1 Where do you mostly find yourself - above the line (creative) or below
the line (reactive)?
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
2 When faced with a challenge/setback, where do you find

yourself - above the line (creative) or below the line (reactive)?
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
3 Reach out to someone who knows you well (can be a colleague or

friend), explain the above the line/below the line framework. Explain
them where do you find yourself (under normal and difficult situations).
Ask for feedback on where does s/he sees you and the effects of this
on him/her
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
________________________________________________________
Key Concept: Stages of growth
Practice
Choice Unconsciously
skilled
Insight/
Awareness Consciously
skilled
Consciously
unskilled
Unconsciously
unskilled

Key Concept: Reframing questions
Reactive: Creative:
Focus on fixing Reframing towards possibilities
VS
What is the problem? What am I solving for? What is my
higher intention? What do I really want
to create?
What are the causes? Why is this a What do I believe about this situation?
problem? What may I be missing? What other
perspectives might also be true?
Who or what expertise could help fix it How could I enable others? Who could
or bring answers? enable me?
What have you tried to fix it? Why is What is the opportunity? What smallest
this still a problem? actions can I experiment with to create
the outcomes I really want and could
make the biggest difference?

Key Concept: Chinese character for listening
Ears – To hear Eyes – To see

Go beyond the spoken Make eye contact and
word – Notice the tone, use our eyes to check
pace and emphasis the body language
Undivided attention
– To focus
…
Mind – To think Heart – To feel

Chose an ‘open- Connect emotionally
minded’ approach or a and empathize with
more critical/analytical their experience of
approach depending on the emotions being
what the situation needs shared


Course

Planner for Network
Level (L2) Transition
To unlock the Network Level (L3), make sure you complete all
the items below by the deadline communicated to you
through email
A. Complete all the courses1 in the Advanced Level (L1) and the
feedback surveys in your learning platform
B. Complete Problem Solving and Communication with Impact course

assessments with scores of 70% or higher
C. Attend the 2 virtual workshops- Think Forward & Lead Forward
D. Submit group case assignment and group work completion survey
E. Complete the end of journey quiz, with a score of 70% or higher

1. Tip: Make sure you have blue check marks next to all learning journey elements to ensure you have 100% completion

Chapter heading sample – level 3
Exhibit title
Hope to see
you in the
Network
Level (L3) !

Advanced Level Participant Handbook

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Learning for your Future

Advanced Level (L2) - Participant Handbook

© Copyright 2021 McKinsey & Company

McKinsey & Company 2

Problem Solving (Part 2) Digital Course

Urban Congestion Group Case Assignment

Communicating for Impact (Part 2) Digital

Think Forward Workshop

Lead Forward Workshop

Planner for Transition to Network Level (L3)

McKinsey & Company 3

Foundation level Advanced level Network level

Supported with: Supported with Supported with

1. Digital courses do not need to be completed in the given order

Learning components Details

Problem Solving Part 1  Introduction to McKinsey’s problem solving approach

Communicating for  Introduction to structuring arguments using pyramid principle

L2 Problem Solving Part 2  Focus on synthesizing findings and developing actionable

McKinsey & Company 5

And once you

…But please do not

…or share any

Problem Solving (Part 2) Digital Course

Urban Congestion Group Case Assignment

Communicating for Impact (Part 2) Digital

Think Forward Workshop

Lead Forward Workshop

Planner for Transition to Network Level (L3)

McKinsey & Company 7

Agenda item Description Duration Where

Communicating for Fully digital self-paced course 2-3 hours Platform

Lead Forward Workshop Online set workshops with a 4 hours Registration

Suggested reading Additional content to reinforce ~40-45 minutes Platform

McKinsey & Company 8

Problem Solving (Part 2) Digital Course

Urban Congestion Group Case Assignment

Communicating for Impact (Part 2) Digital

Think Forward Workshop

Lead Forward Workshop

Planner for Transition to Network Level (L3)

McKinsey & Company 9

Overview of course structure:

McKinsey & Company 10

Problem Solving (Part 2) Digital Course

Urban Congestion Group Case Assignment

 Introduction to the case

 Preparing for your group meetings

 Group Assignment Templates

Communicating for Impact (Part 2) Digital

Think Forward Workshop

Lead Forward Workshop

Planner for Transition to Network Level (L3)

McKinsey & Company 12

Group Structure You will learn

Tasks Coaching & Feedback

McKinsey & Company 13

Dear Advisory Team,

London needs your support in a pressing issue.

McKinsey & Company 14

1 Problem Statement 2 Issue Tree

3 Prioritization Matrix 4 Recommendation

McKinsey & Company 15