mckinsey method of problem solving

McKinsey Problem Solving: Six steps to solve any problem and tell a persuasive story

The McKinsey problem solving process is a series of mindset shifts and structured approaches to thinking about and solving challenging problems. It is a useful approach for anyone working in the knowledge and information economy and needs to communicate ideas to other people.

Over the past several years of creating StrategyU, advising an undergraduates consulting group and running workshops for clients, I have found over and over again that the principles taught on this site and in this guide are a powerful way to improve the type of work and communication you do in a business setting.

When I first set out to teach these skills to the undergraduate consulting group at my alma mater, I was still working at BCG. I was spending my day building compelling presentations, yet was at a loss for how to teach these principles to the students I would talk with at night.

Through many rounds of iteration, I was able to land on a structured process and way of framing some of these principles such that people could immediately apply them to their work.

While the “official” McKinsey problem solving process is seven steps, I have outline my own spin on things – from experience at McKinsey and Boston Consulting Group. Here are six steps that will help you solve problems like a McKinsey Consultant:

Step #1: School is over, stop worrying about “what” to make and worry about the process, or the “how”

When I reflect back on my first role at McKinsey, I realize that my biggest challenge was unlearning everything I had learned over the previous 23 years. Throughout school you are asked to do specific things. For example, you are asked to write a 5 page paper on Benjamin Franklin — double spaced, 12 font and answering two or three specific questions.

In school, to be successful you follow these rules as close as you can. However, in consulting there are no rules on the “what.” Typically the problem you are asked to solve is ambiguous and complex — exactly why they hire you. In consulting, you are taught the rules around the “how” and have to then fill in the what.

The “how” can be taught and this entire site is founded on that belief. Here are some principles to get started:

Step #2: Thinking like a consultant requires a mindset shift

There are two pre-requisites to thinking like a consultant. Without these two traits you will struggle:

A healthy obsession looking for a “better way” to do things
Being open minded to shifting ideas and other approaches

In business school, I was sitting in one class when I noticed that all my classmates were doing the same thing — everyone was coming up with reasons why something should should not be done.

As I’ve spent more time working, I’ve realized this is a common phenomenon. The more you learn, the easier it becomes to come up with reasons to support the current state of affairs — likely driven by the status quo bias — an emotional state that favors not changing things. Even the best consultants will experience this emotion, but they are good at identifying it and pushing forward.

Key point : Creating an effective and persuasive consulting like presentation requires a comfort with uncertainty combined with a slightly delusional belief that you can figure anything out.

Step #3: Define the problem and make sure you are not solving a symptom

Before doing the work, time should be spent on defining the actual problem. Too often, people are solutions focused when they think about fixing something. Let’s say a company is struggling with profitability. Someone might define the problem as “we do not have enough growth.” This is jumping ahead to solutions — the goal may be to drive more growth, but this is not the actual issue. It is a symptom of a deeper problem.

Consider the following information:

Costs have remained relatively constant and are actually below industry average so revenue must be the issue
Revenue has been increasing, but at a slowing rate
This company sells widgets and have had no slowdown on the number of units it has sold over the last five years
However, the price per widget is actually below where it was five years ago
There have been new entrants in the market in the last three years that have been backed by Venture Capital money and are aggressively pricing their products below costs

In a real-life project there will definitely be much more information and a team may take a full week coming up with a problem statement . Given the information above, we may come up with the following problem statement:

Problem Statement : The company is struggling to increase profitability due to decreasing prices driven by new entrants in the market. The company does not have a clear strategy to respond to the price pressure from competitors and lacks an overall product strategy to compete in this market.

Step 4: Dive in, make hypotheses and try to figure out how to “solve” the problem

Now the fun starts!

There are generally two approaches to thinking about information in a structured way and going back and forth between the two modes is what the consulting process is founded on.

First is top-down . This is what you should start with, especially for a newer “consultant.” This involves taking the problem statement and structuring an approach. This means developing multiple hypotheses — key questions you can either prove or disprove.

Given our problem statement, you may develop the following three hypotheses:

Company X has room to improve its pricing strategy to increase profitability
Company X can explore new market opportunities unlocked by new entrants
Company X can explore new business models or operating models due to advances in technology

As you can see, these three statements identify different areas you can research and either prove or disprove. In a consulting team, you may have a “workstream leader” for each statement.

Once you establish the structure you you may shift to the second type of analysis: a bottom-up approach . This involves doing deep research around your problem statement, testing your hypotheses, running different analysis and continuing to ask more questions. As you do the analysis, you will begin to see different patterns that may unlock new questions, change your thinking or even confirm your existing hypotheses. You may need to tweak your hypotheses and structure as you learn new information.

A project vacillates many times between these two approaches. Here is a hypothetical timeline of a project:

Step 5: Make a slides like a consultant

The next step is taking the structure and research and turning it into a slide. When people see slides from McKinsey and BCG, they see something that is compelling and unique, but don’t really understand all the work that goes into those slides. Both companies have a healthy obsession (maybe not to some people!) with how things look, how things are structured and how they are presented.

They also don’t understand how much work is spent on telling a compelling “story.” The biggest mistake people make in the business world is mistaking showing a lot of information versus telling a compelling story. This is an easy mistake to make — especially if you are the one that did hours of analysis. It may seem important, but when it comes down to making a slide and a presentation, you end up deleting more information rather than adding. You really need to remember the following:

Data matters, but stories change hearts and minds

Here are four quick ways to improve your presentations:

Tip #1 — Format, format, format

Both McKinsey and BCG had style templates that were obsessively followed. Some key rules I like to follow:

Make sure all text within your slide body is the same font size (harder than you would think)
Do not go outside of the margins into the white space on the side
All titles throughout the presentation should be 2 lines or less and stay the same font size
Each slide should typically only make one strong point

Tip #2 — Titles are the takeaway

The title of the slide should be the key insight or takeaway and the slide area should prove the point. The below slide is an oversimplification of this:

Even in consulting, I found that people struggled with simplifying a message to one key theme per slide. If something is going to be presented live, the simpler the better. In reality, you are often giving someone presentations that they will read in depth and more information may make sense.

To go deeper, check out these 20 presentation and powerpoint tips .

Tip #3 — Have “MECE” Ideas for max persuasion

“MECE” means mutually exclusive, collectively exhaustive — meaning all points listed cover the entire range of ideas while also being unique and differentiated from each other.

An extreme example would be this:

Slide title: There are seven continents
Slide content: The seven continents are North America, South America, Europe, Africa Asia, Antarctica, Australia

The list of continents provides seven distinct points that when taken together are mutually exclusive and collectively exhaustive . The MECE principle is not perfect — it is more of an ideal to push your logic in the right direction. Use it to continually improve and refine your story.

Applying this to a profitability problem at the highest level would look like this:

Goal: Increase profitability

2nd level: We can increase revenue or decrease costs

3rd level: We can increase revenue by selling more or increasing prices

Each level is MECE. It is almost impossible to argue against any of this (unless you are willing to commit accounting fraud!).

Tip #4 — Leveraging the Pyramid Principle

The pyramid principle is an approach popularized by Barbara Minto and essential to the structured problem solving approach I learned at McKinsey. Learning this approach has changed the way I look at any presentation since.

Here is a rough outline of how you can think about the pyramid principle as a way to structure a presentation:

As you build a presentation, you may have three sections for each hypothesis. As you think about the overall story, the three hypothesis (and the supporting evidence) will build on each other as a “story” to answer the defined problem. There are two ways to think about doing this — using inductive or deductive reasoning:

deductive versus inductive reasoning in powerpoint arguments

If we go back to our profitability example from above, you would say that increasing profitability was the core issue we developed. Lets assume that through research we found that our three hypotheses were true. Given this, you may start to build a high level presentation around the following three points:

example of hypotheses confirmed as part of consulting problem solving

These three ideas not only are distinct but they also build on each other. Combined, they tell a story of what the company should do and how they should react. Each of these three “points” may be a separate section in the presentation followed by several pages of detailed analysis. There may also be a shorter executive summary version of 5–10 pages that gives the high level story without as much data and analysis.

Step 6: The only way to improve is to get feedback and continue to practice

Ultimately, this process is not something you will master overnight. I’ve been consulting, either working for a firm or on my own for more than 10 years and am still looking for ways to make better presentations, become more persuasive and get feedback on individual slides.

The process never ends.

The best way to improve fast is to be working on a great team . Look for people around you that do this well and ask them for feedback. The more feedback, the more iterations and more presentations you make, the better you will become. Good luck!

If you enjoyed this post, you’ll get a kick out of all the free lessons I’ve shared that go a bit deeper. Check them out here .

Do you have a toolkit for business problem solving? I created Think Like a Strategy Consultant as an online course to make the tools of strategy consultants accessible to driven professionals, executives, and consultants. This course teaches you how to synthesize information into compelling insights, structure your information in ways that help you solve problems, and develop presentations that resonate at the C-Level. Click here to learn more or if you are interested in getting started now, enroll in the self-paced version ($497) or hands-on coaching version ($997). Both versions include lifetime access and all future updates.

Resources >

Mckinsey approach to problem solving.

McKinsey and Company is recognized for its rigorous approach to problem solving. They train their consultants on their seven-step process that anyone can learn.

This resource guides you through that process, largely informed by the McKinsey Staff Paper 66. It also includes a PowerPoint Toolkit with slide templates of each step of the process that you can download and customize for your own use.

You can click any section to go directly there:

Overview of the McKinsey Approach to Problem Solving

Problem solving process.

Problem Definition & Problem Statement Worksheet

Stakeholder Analysis Worksheet

Hypothesis trees, issue trees, analyses and workplan, synthesize findings, craft recommendations, distinctiveness practices, harness the power of collaboration, sources and additional reading, download the umbrex toolkit on the mckinsey approach to problem solving.

Problem solving — finding the optimal solution to a given business opportunity or challenge — is the very heart of how consultants create client impact, and considered the most important skill for success at McKinsey.

The characteristic “McKinsey method” of problem solving is a structured, inductive approach that can be used to solve any problem. Using this standardized process saves us from reinventing the problem-solving wheel, and allows for greater focus on distinctiveness in the solution. Every new McKinsey associate must learn this method on his or her first day with the firm.

There are four fundamental disciplines of the McKinsey method:

1. Problem definition

A thorough understanding and crisp definition of the problem.

2. The problem-solving process

Structuring the problem, prioritizing the issues, planning analyses, conducting analyses, synthesizing findings, and developing recommendations.

3. Distinctiveness practices

Constructing alternative perspectives; identifying relationships; distilling the essence of an issue, analysis, or recommendation; and staying ahead of others in the problem-solving process.

4. Collaboratio n

Actively seeking out client, customer, and supplier perspectives, as well as internal and external expert insight and knowledge.

Once the problem has been defined, the problem-solving process proceeds with a series of steps:

Structure the problem
Prioritize the issues
Plan analyses
Conduct analyses
Synthesize findings
Develop recommendations

Not all problems require strict adherence to the process. Some steps may be truncated, such as when specific knowledge or analogies from other industries make it possible to construct hypotheses and associated workplans earlier than their formal place in the process. Nonetheless, it remains important to be capable of executing every step in the basic process.

When confronted with a new and complex problem, this process establishes a path to defining and disaggregating the problem in a way that will allow the team to move to a solution. The process also ensures nothing is missed and concentrates efforts on the highest-impact areas. Adhering to the process gives the client clear steps to follow, building confidence, credibility, and long-term capability.

Problem Definition & Problem Statement Worksheet

The most important step in your entire project is to first carefully define the problem. The problem definition will serve the guide all of the team’s work, so it is critical to ensure that all key stakeholders agree that it is the right problem to be solving.

Problem Statement Worksheet

This is a helpful tool to use to clearly define the problem. There are often dozens of issues that a team could focus on, and it is often not obvious how to define the problem. In any real-life situation, there are many possible problem statements. Your choice of problem statement will serve to constrain the range of possible solutions.

Use a question . The problem statement should be phrased as a question, such that the answer will be the solution. Make the question SMART: specific, measurable, action-oriented, relevant, and time-bound. Example: “How can XYZ Bank close the $100 million profitability gap in two years?”
Context . What are the internal and external situations and complications facing the client, such as industry trends, relative position within the industry, capability gaps, financial flexibility, and so on?
Success criteria . Understand how the client and the team define success and failure. In addition to any quantitative measures identified in the basic question, identify other important quantitative or qualitative measures of success, including timing of impact, visibility of improvement, client capability building required, necessary mindset shifts, and so on.
Scope and constraints . Scope most commonly covers the markets or segments of interest, whereas constraints govern restrictions on the nature of solutions within those markets or segments.
Stakeholders . Explore who really makes the decisions — who decides, who can help, and who can block.
Key sources of insight . What best-practice expertise, knowledge, and engagement approaches already exist? What knowledge from the client, suppliers, and customers needs to be accessed? Be as specific as possible: who, what, when, how, and why.

The problem definition should not be vague, without clear measures of success. Rather, it should be a SMART definition:

Action-oriented

Example situation – A family on Friday evening

Scenario: A mother, a father, and their two teenage children have all arrived home on a Friday at 6 p.m. The family has not prepared dinner for Friday evening. The daughter has lacrosse practice on Saturday and an essay to write for English class due on Monday. The son has theatre rehearsal on both Saturday and Sunday and will need one parent to drive him to the high school both days, though he can get a ride home with a friend. The family dog, a poodle, must be taken to the groomer on Saturday morning. The mother will need to spend time this weekend working on assignments for her finance class she is taking as part of her Executive MBA. The father plans to go on a 100-mile bike ride, which he can do either Saturday or Sunday. The family has two cars, but one is at the body shop. They are trying to save money to pay for an addition to their house.

What is the problem definition?

A statement of facts does not focus the problem solving:

It is 6 p.m. The family has not made plans for dinner, and they are hungry.

A question guides the team towards a solution:

1. What should the family do for dinner on Friday night?

2. Should the family cook dinner or order delivery?

3. What should the family cook for dinner?

4. What should the family cook for dinner that will not require spending more than $40 on groceries?

5. To cook dinner, what do they need to pick up from the supermarket?

6. How can the family prepare dinner within the next hour using ingredients they already have in the house?

In completing the Problem Statement Worksheet, you are prompted to define the key stakeholders.

As you become involved in the problem-solving process, you should expand the question of key stakeholders to include what the team wants from them and what they want from the team, their values and motivations (helpful and unhelpful), and the communications mechanisms that will be most effective for each of them.

Using the Stakeholder Analysis Worksheet allows you to comprehensively identify:

Stakeholders
What you need from them
Where they are
What they need from you

The two most helpful techniques for rigorously structuring any problem are hypothesis trees and issue trees. Each of these techniques disaggregates the primary question into a cascade of issues or hypotheses that, when addressed, will together answer the primary question.

A hypothesis tree might break down the same question into two or more hypotheses.

Example: Alpha Manufacturing, Inc.

Problem Statement: How can Alpha increase EBITDA by $13M (to $50M) by 2025?

The hypotheses might be:

Alpha can add $125M revenues by expanding to new customers, adding $8M of EBITDA
Alpha can reduce costs to improve EBITDA by $5M

These hypotheses will be further disaggregated into subsidiary hypotheses at the next level of the tree.

The aim at this stage is to structure the problem into discrete, mutually exclusive pieces that are small enough to yield to analysis and that, taken together, are collectively exhaustive.

Articulating the problem as hypotheses, rather than issues, is the preferred approach because it leads to a more focused analysis of the problem. Questions to ask include:

Is it testable – can you prove or disprove it?
It is open to debate? If it cannot be wrong, it is simply a statement of fact and unlikely to produce keen insight.
If you reversed your hypothesis – literally, hypothesized that the exact opposite were true – would you care about the difference it would make to your overall logic?
If you shared your hypothesis with the CEO, would it sound naive or obvious?
Does it point directly to an action or actions that the client might take?

Quickly developing a powerful hypothesis tree enables us to develop solutions more rapidly that will have real impact. This can sometimes seem premature to clients, who might find the “solution” reached too quickly and want to see the analysis behind it.

Take care to explain the approach (most important, that a hypothesis is not an answer) and its benefits (that a good hypothesis is the basis of a proven means of successful problem solving and avoids “boiling the ocean”).

Often, the team has insufficient knowledge to build a complete hypothesis tree at the start of an engagement. In these cases, it is best to begin by structuring the problem using an issue tree.

An issue tree is best set out as a series of open questions in sentence form. For example, “How can the client minimize its tax burden?” is more useful than “Tax.” Open questions – those that begin with what, how, or why– produce deeper insights than closed ones. In some cases, an issue tree can be sharpened by toggling between issue and hypothesis – working forward from an issue to identify the hypothesis, and back from the hypothesis to sharpen the relevant open question.

Once the problem has been structured, the next step is to prioritize the issues or hypotheses on which the team will focus its work. When prioritizing, it is common to use a two-by-two matrix – e.g., a matrix featuring “impact” and “ease of impact” as the two axes.

Applying some of these prioritization criteria will knock out portions of the issue tree altogether. Consider testing the issues against them all, albeit quickly, to help drive the prioritization process.

Once the criteria are defined, prioritizing should be straightforward: Simply map the issues to the framework and focus on those that score highest against the criteria.

As the team conducts analysis and learns more about the problem and the potential solution, make sure to revisit the prioritization matrix so as to remain focused on the highest-priority issues.

The issues might be:

How can Alpha increase revenue?
How can Alpha reduce cost?

Each of these issues is then further broken down into deeper insights to solutions.

If the prioritization has been carried out effectively, the team will have clarified the key issues or hypotheses that must be subjected to analysis. The aim of these analyses is to prove the hypotheses true or false, or to develop useful perspectives on each key issue. Now the task is to design an effective and efficient workplan for conducting the analyses.

Transforming the prioritized problem structure into a workplan involves two main tasks:

Define the blocks of work that need to be undertaken. Articulate as clearly as possible the desired end products and the analysis necessary to produce them, and estimate the resources and time required.
Sequence the work blocks in a way that matches the available resources to the need to deliver against key engagement milestones (e.g., important meetings, progress reviews), as well as to the overall pacing of the engagement (i.e., weekly or twice-weekly meetings, and so on).

A good workplan will detail the following for each issue or hypothesis: analyses, end products, sources, and timing and responsibility. Developing the workplan takes time; doing it well requires working through the definition of each element of the workplan in a rigorous and methodical fashion.

This is the most difficult element of the problem-solving process. After a period of being immersed in the details, it is crucial to step back and distinguish the important from the merely interesting. Distinctive problem solvers seek the essence of the story that will underpin a crisp recommendation for action.

Although synthesis appears, formally speaking, as the penultimate step in the process, it should happen throughout. Ideally, after you have made almost any analytical progress, you should attempt to articulate the “Day 1” or “Week 1” answer. Continue to synthesize as you go along. This will remind the team of the question you are trying to answer, assist prioritization, highlight the logical links of the emerging solution, and ensure that you have a story ready to articulate at all times during the study.

McKinsey’s primary tool for synthesizing is the pyramid principle. Essentially, this principle asserts that every synthesis should explain a single concept, per the “governing thought.” The supporting ideas in the synthesis form a thought hierarchy proceeding in a logical structure from the most detailed facts to the governing thought, ruthlessly excluding the interesting but irrelevant.

While this hierarchy can be laid out as a tree (like with issue and hypothesis trees), the best problem solvers capture it by creating dot-dash storylines — the Pyramid Structure for Grouping Arguments.

Pyramid Structure for Grouping Arguments

Focus on action. Articulate the thoughts at each level of the pyramid as declarative sentences, not as topics. For example, “expansion” is a topic; “We need to expand into the European market” is a declarative sentence.
Use storylines. PowerPoint is poor at highlighting logical connections, therefore is not a good tool for synthesis. A storyline will clarify elements that may be ambiguous in the PowerPoint presentation.
Keep the emerging storyline visible. Many teams find that posting the storyline or story- board on the team-room wall helps keep the thinking focused. It also helps in bringing the client along.
Use the situation-complication-resolution structure. The situation is the reason there is action to be taken. The com- plication is why the situation needs thinking through – typically an industry or client challenge. The resolution is the answer.
Down the pyramid: does each governing thought pose a single question that is answered completely by the group of boxes below it?
Across: is each level within the pyramid MECE?
Up: does each group of boxes, taken together, provide one answer – one “so what?” – that is essentially the governing thought above it?
Test the solution. What would it mean if your hypotheses all came true?

Three Horizons of Engagement Planning

It’s useful to match the workplan to three horizons:

What is expected at the end of the engagement
What is expected at key progress reviews
What is due at daily and/or weekly team meetings

The detail in the workplan will typically be greater for the near term (the next week) than for the long term (the study horizon), especially early in a new engagement when considerable ambiguity about the end state remains.

It is at this point that we address the client’s questions: “What do I do, and how do I do it?” This means not offering actionable recommendations, along with a plan and client commitment for implementation.

The essence of this step is to translate the overall solution into the actions required to deliver sustained impact. A pragmatic action plan should include:

Relevant initiatives, along with a clear sequence, timing, and mapping of activities required
Clear owners for each initiative
Key success factors and the challenges involved in delivering on the initiatives

Crucial questions to ask as you build recommendations for organizational change are:

Does each person who needs to change (from the CEO to the front line) understand what he or she needs to change and why, and is he or she committed to it?
Are key leaders and role models throughout the organization personally committed to behaving differently?
Has the client set in place the necessary formal mechanisms to reinforce the desired change?
Does the client have the skills and confidence to behave in the desired new way?

Great problem solvers identify unique disruptions and discontinuities, novel insights, and step-out opportunities that lead to truly distinctive impact. This is done by applying a number of practices throughout the problem-solving process to help develop these insights.

Expand: Construct multiple perspectives

Identifying alternative ways of looking at the problem expands the range of possibilities, opens you up to innovative ideas, and allows you to formulate more powerful hypotheses. Questions that help here include:

What changes if I think from the perspective of a customer, or a supplier, or a frontline employee, or a competitor?
How have other industries viewed and addressed this same problem?
What would it mean if the client sought to run the company like a low-cost airline or a cosmetics manufacturer?

Link: Identify relationships

Strong problem solvers discern connections and recognize patterns in two different ways:

They seek out the ways in which different problem elements – issues, hypotheses, analyses, work elements, findings, answers, and recommendations – relate to one another.
They use these relationships throughout the basic problem-solving process to identify efficient problem-solving approaches, novel solutions, and more powerful syntheses.

Distill: Find the essence

Cutting through complexity to identify the heart of the problem and its solution is a critical skill.

Identify the critical problem elements. Are there some issues, approaches, or options that can be eliminated completely because they won’t make a significant difference to the solution?
Consider how complex the different elements are and how long it will take to complete them. Wherever possible, quickly advance simpler parts of the problem that can inform more complex or time-consuming elements.

Lead: Stay ahead/step back

Without getting ahead of the client, you cannot be distinctive. Paradoxically, to get ahead – and stay ahead – it is often necessary to step back from the problem to validate or revalidate the approach and the solution.

Spend time thinking one or more steps ahead of the client and team.
Constantly check and challenge the rigor of the underlying data and analysis.
Stress-test the whole emerging recommendation
Challenge the solution against a set of hurdles. Does it satisfy the criteria for success as set out on the Problem Statement Worksheet?

No matter how skilled, knowledgeable, or experienced you are, you will never create the most distinctive solution on your own. The best problem solvers know how to leverage the power of their team, clients, the Firm, and outside parties. Seeking the right expertise at the right time, and leveraging it in the right way, are ultimately how we bring distinctiveness to our work, how we maximize efficiency, and how we learn.

When solving a problem, it is important to ask, “Have I accessed all the sources of insight that are available?” Here are the sources you should consider:

Your core team
The client’s suppliers and customers
Internal experts and knowledge
External sources of knowledge
Communications specialists

The key here is to think open, not closed. Opening up to varied sources of data and perspectives furthers our mission to develop truly innovative and distinctive solutions for our clients.

McKinsey Staff Paper 66 — not published by McKinsey but possibly found through an internet search
The McKinsey Way , 1999, by Ethan M. Rasiel

For consultants

Business & Money
Biography & History

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The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm

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The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm Hardcover – October 17, 2001

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The groundbreaking follow-up to the international bestsellera hands-on guide to putting McKinsey techniques to work in your organization

McKinsey & Company is the most respected and most secretive consulting firm in the world, and business readers just can't seem to get enough of all things McKinsey. Now, hot on the heels of his acclaimed international bestseller The McKinsey Way , Ethan Rasiel brings readers a powerful new guide to putting McKinsey concepts and skills into action The McKinsey Mind . While the first book used case studies and anecdotes from former and current McKinseyites to describe how "the firm" solves the thorniest business problems of their A-list clients, The McKinsey Mind goes a giant step further. It explains, step-by-step, how to use McKinsey tools, techniques and strategies to solve an array of core business problems and to make any business venture more successful.

Designed to work as a stand-alone guide or together with The McKinsey Way , The McKinsey Mind follows the same critically acclaimed style and format as its predecessor. In this book authors Rasiel and Friga expand upon the lessons found in The McKinsey Way with real-world examples, parables, and easy-to-do exercises designed to get readers up and running.

Print length 272 pages
Language English
Publisher McGraw Hill
Publication date October 17, 2001
Dimensions 6.3 x 1.1 x 9.3 inches
ISBN-10 0071374299
ISBN-13 978-0071374293
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The First Step-by-Step Manual for Achieving McKinsey-Style Solutions--and Success

International bestseller The McKinsey Way provided a through-the-keyhole look at McKinsey & Co., history's most prestigious consulting firm. Now, the follow-up implementation manual, The McKinsey Mind , reveals the hands-on secrets behind the powerhouse firm's success--and discusses how executives from any field or industry can use those tactics to be more proactive and successful in their day-to-day decision-making.

Structured around interviews and frontline anecdotes from former McKinsey consultants--as well as the authors, themselves McKinsey alumni-- The McKinsey Mind explores how McKinsey tools and techniques can be applied to virtually any business problem in any setting. Immensely valuable in today's crisis-a-minute workplace, it discusses:

Techniques for framing problems and designing analyses
Methods for interpreting results and presenting solutions

The ability to think in a rigorous, structured manner--a McKinsey manner--is not a birthright. It can, however, be a learned behavior. Let The McKinsey Mind show you how to approach and solve problems with the skill of a McKinsey consultant and obtain the positive results that have been delivered to McKinsey clients for over a century.

McKinsey & Co. is renowned throughout the world for its ability to arrive at sharp, insightful analyses of its clients' situations then provide solutions that are as ingenious as they are effective. McKinsey succeeds almost as well as shielding its revolutionary methods from competitors' scrutiny.

Now, The McKinsey Mind pulls back the curtain to reveal the ways in which McKinsey consultants consistently deliver their magic and how those methods can be used to achieve exceptional results in companies from 10 employees to 10,000. Packed with insights and brainstorming exercises for establishing the McKinsey mind-set, this book is an in-depth guidebook for applying McKinsey methods in any industry and organizational environment.

Taking a step-by-step approach, The McKinsey Mind looks at the McKinsey mystique from every angle. Owners, executives, consultants, and team leaders can look to this comprehensive treatment for ways to:

Follow McKinsey's MECE (mutually exclusive, collectively exhaustive) line of attack
Frame business problems to make them susceptible to rigorous fact-based analysis
Use the same fact-based analysis--in conjunction with gut instinct--to make strategic decisions
Conduct meaningful interviews and effectively summarize the content of those interviews
Analyze the data to find out the "so what"
Clearly communicate fact-based solutions to all pertinent decision makers

Because organizational problems rarely exist in a vacuum, The McKinsey Mind discusses these approaches and more to help you arrive at usable and sensible solutions. It goes straight to the source--former McKinsey consultants now in leadership positions in organizations throughout the world--to give you today's only implementation-based, solution-driven look at the celebrated McKinsey problem-solving method.

" The McKinsey Mind provides a fascinating peek at the tools, practices, and philosophies that have helped this much-admired firm develop generations of bright young MBAs into trusted corporate advisors. But the book's practical, down-to-earth advice is not just for consultants. The disciplined way in which McKinsey consultants frame issues, analyze problems, and present solutions offers valuable lessons for any practicing or aspiring manager." --Christopher A. Bartlett, Daewoo Professor of Business Administration, Harvard Business School

"McKinsey and Co. rescues the biggest companies from disaster by addressing every problem with its own mixture of logic-driven, hypothesis-tested analysis. The McKinsey Mind helps everyone learn how to think with the same discipline and devotion to creating business success. According to the maxim, giving a man a fish may feed him for a day, but teaching him to fish will feed him for a lifetime. Paying McKinsey to solve your problem may help you for a day, but learning how they do it should help you for a lifetime." --Peter Wayner, Author of Free For All: How Linux and the Free Software Movement Undercut The High-Tech Titans

"The McKinsey Mind unlocks the techniques of the world's preeminent consulting firm and presents them in a format that is easy to understand and even easier to implement." --Dan Nagy, Associate Dean, The Fuqua School of Business, Duke University

About the Author

Ethan M. Rasiel was a consultant in McKinsey & Co.'s New York office. His clients included major companies in finance, telecommunications, computing, and consumer goods sectors. Prior to joining McKinsey, Rasiel, who earned an MBA from the Wharton School at the University of Pennsylvania, was an equity fund manager at Mercury Asset Management in London, as well as an investment banker.

Paul N. Friga worked for McKinsey & Co. in the Pittsburgh office after receiving his MBA from the Kenan-Flagler Business School at the University of North Carolina. He has conducted consulting projects relating to international expansion, acquisition and strategic planning, education, water, and other industries. He has also consulted for Price Waterhouse. He is currently pursuing his Ph.D. in Strategy at Kenan-Flagler and is Acting Director of the North Carolina Knowledge Management Center.

Product details

Publisher ‏ : ‎ McGraw Hill; First Edition (October 17, 2001)
Language ‏ : ‎ English
Hardcover ‏ : ‎ 272 pages
ISBN-10 ‏ : ‎ 0071374299
ISBN-13 ‏ : ‎ 978-0071374293
Item Weight ‏ : ‎ 15.8 ounces
Dimensions ‏ : ‎ 6.3 x 1.1 x 9.3 inches
#34 in Consulting
#280 in Decision-Making & Problem Solving
#814 in Business Management (Books)

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"The McKinsey Way" Book: A Comprehensive Summary

The McKinsey Way is a book by Ethan M. Rasiel , published in 1999, about what McKinsey&Company does, how McKinsey organizes and what working at McKinsey is like.

20 years after publication, the book still holds significant value, offering timeless insights into the world’s most prestigious management consulting firm: McKinsey&Company. In this article, we’ll provide a detailed summary of all the lessons and insights from The McKinsey way . We’ll re-organize the content and occasionally insert supporting insights to make it more friendly to the reader.

The McKinsey Way has 5 Parts (Sections) with 180 pages:

Part 1: The Problem Solving Methodology of McKinsey

Part 2: Logistics of how a McKinsey project works

Part 3: insights into the actual works of consultants, part 4: how to excel as a junior consultant, part 5: exit opportunities and life after mckinsey.

Table of Contents

Part 1: The McKinsey problem-solving methodology

The McKinsey problem-solving process can be summarized in the 5 steps: define the problems, find the root cause, use “hypothesis-driven” process, analyze with “issue tree” and propose solutions.

1. Define the problem: Every consulting project revolves around a “problem”. But the “problem” is NOT always the problem!

One symptom may have different causes and we as doctors should never rely on the patient to diagnose.

So, always dig deeper. Get facts. Asks questions. Poke around. Challenge the client… until you find the real problem.

2. Find the root cause: Don’t jump straight to the solution, because you might just be fixing the symptoms. The problem will come back if the root cause is not properly dealt with.

3. Use “hypothesis-driven” process: Make educated guesses of possible root-cause A B C and test with data (a.k.a: facts). We’ll sometimes call this a fact-based process.

4. Break down and structure the analysis with the “ issue tree ” framework: A “hypothesis-driven” process may take forever as there are millions of possible root-causes. We need to test hypotheses from the top to the bottom of the issue tree – a top-down fashion. These issue trees need to be MECE.

5. Propose solutions: When the root causes are identified, consultants propose solutions targeting them directly.

A few notes when using this methodology

No.1: Don’t force the facts to say what you want.

When you propose or work extensively with a running hypothesis , it’s easy to get emotionally attached and turn the problem-solving process into a proving exercise. So keep an open mind and listen to what the data have to say.

No.2: Let the hypothesis come to you naturally.

You will not be able to form an initial hypothesis every time. The clients may not even know their problems. The scope of the project is often large and vague. So, dive in, gather facts, conduct analyses, and the hypotheses will show themselves.

No.3: Don’t reinvent the wheel.

Business problems often resemble each other more than they differ. With suitable techniques, you can apply what you and the firm learned from other projects. After all, one of the values consulting firms bring is to provide the “best practice” – what the top players in the game are doing

No.4: Make sure your solution fits your client.

The most brilliant solution is useless without proper implementation. So know your client’s weaknesses, strengths, and capabilities and tailor your solutions accordingly.

No.5: Be mindful of politics.

There are always politics in projects. Many times, McKinsey gets involved in fights between corporate factions. This creates friction that prevents you from doing your job (late data; rejected interviews, etc.).

So think about how your solutions affect the players in an organization and always build a consensus along the way. If consensus requires you to change your solution, try to compromise. It’s no good devising the ideal solution if the client refuses to accept it.

It’s highly recommended that you refer to the following video for a general view on how McKinsey organizes and a better understanding of the insights from this part.

There is a whole system behind how McKinsey solve a business problem. In this part of The McKinsey Way, Ethan Rasiel describes how the company sells their projects, builds a team and manages its hierarchy.

Selling a study/project

McKinsey typically does not sell. The firm does marketing through a constant stream of books, articles, and scholarly journals like the McKinsey Quarterly, etc. The Firm also invites organize press releases and generates quite some coverage by journalists.

These publications help McKinsey Partners build and nurture a vast network of informal contacts with potential clients. And when a problem arises, the client knows who to contact.

Assembling a team

Almost all projects need a full-time team of consultants. Typically, the process goes like this:

The ED (a.k.a: Project Owner) signs a contract with the client
The ED hires an EM from within the McKinsey network, from any offices (a.k.a: Project CEO)
The EM then hires a group of staff, consisting of BAs (a.k.a: Business Analyst) and Associates.

It’s solely the EM’s responsibility to keep the team happy and functional. McKinsey projects have a few common practices to do so:

A monthly “team-bonding”.
A “team temperature” (a.k.a: morale) weekly survey.

The hierarchy

The chain of command in McKinsey is very clear and strict. So is the responsibility funnel. In the ED’s eyes, the EM is responsible for everything in the project. In the EM eyes, the BA is responsible for everything within the assigned workstream. Even when a BA messes things up, to the ED, it’s not the BA’s fault, but the EM.

To provide the best solution for the clients, consultants need tons of skills in preparing presentations; conducting researchs and interviews; presenting the final products in a simple structure; communicating with clients; and brainstorming.

Making presentations, a.k.a: the final deliverable documents

Most consultants spend a big portion of their time making presentations (often in PowerPoint). Utilize the support team! Keep it structured, from top to bottom, from end to end.

Note that there are diminishing marginal returns to your effort, meaning that the last miles toward perfection are always much harder than the beginning. So, resist the temptation to tweak your presentation at the last minute. Try to assess its gains vs those of a good night’s sleep for you and the supporting cast.

Visualizing data with charts and exhibits

We subconsciously admire the people who talk in sophisticated language, so we make complex charts. However, simple and easy-to-follow charts go a long way in consulting. Charts are just a means of getting your messages across, not a Ph.D. project.

Also, don’t forget to:

Write clear chart titles
List out units of measurement in all axes
Mark legends and side notes
Provide data sources

Managing internal communications

Over-communication is always better. Keep that information flowing. Make sure that your team is up to date with at least the broad outlines of your workstream and your boss up to date with your team’s progress. There are many channels for this: email, voicemail, messaging, small talks during cigarette breaks, meetings, etc.
Keep your communication brief, yet comprehensive and structured.
Look over your shoulder – always. You never know who is listening. Remember that your client’s confidentiality is a must.

Working with clients

This is a big one as the true hierarchy at McKinsey is “Client -> Firm -> and then You”. The client is your biggest boss.

There are many tips on client management, but the general principle is to bring the client to your side. You never win by opposing the client. Remind them about mutual benefits. Do it everyday!

Some of the client members can be “liabilities”. There are 2 types of them:

the merely “useless”.
the hostile ones.

With both types, the number 1 option is to subtly trade them out of your realm. When that is not possible, the next best option is to play ignorant. Leak out information only with the right “secret audience”.

No matter what, engage the client members in the process. The more they feel everybody is on the same boat, the more they would support you.

You should also get buy-ins throughout the organization along the process. Every important party has to agree with you. Ideally, the final document has already been discussed many times through many rounds with the client before the official presentation.

Doing research

Don’t reinvent the wheel! Whatever you are doing, chances are that someone, somewhere has done something similar. Building upon someone’s work is the best way to save time and energy while achieving the highest standard.

Besides, here are some research tips:

Start with the annual report. All public companies have them available on their website.
Look for abnormal patterns (things that are especially good or bad). That’s where all the insights lie.
Last but not least, look for the best practice. Find out what the best performers in the field are doing and learn from them.

Conducting interviews

This is one of the most effective ways to gather qualitative facts during a project. You will find yourself interviewing multiple industry and function experts as well as key client leaders.

Here are a few tips:

Be prepared. Know exactly what you want to get out of it. Know as much as you can about the interviewee. Writing an interview brief for yourself is not a bad idea.
If possible, have the interviewee’s boss set up the meeting.
Start with some general and open-ended questions then move on to specific ones. Let the content flow naturally.
Sometimes, it’s useful to use the indirect style. Take time to make the interviewee comfortable with you and the interview process.
Include some questions you know the answer to. This gives insights into the interviewee’s style, knowledge, and honesty.
Don’t ask too much. Focus on what you really need (what you prioritize in the interview brief).
Listen and let the interviewee know you are doing so.
Paraphrase what you hear in your own words. Confirm whether you understand correctly. This also gives chances for the interviewee to add or amplify important points.
Near the end, use this last trick to flush out any possible missing insights: “Is there anything else you would like to tell or any question I forgot to ask…?”.
Adopt the Columbo tactic. Wait until a day or two passes, then drop by the interviewee’s office. “I was just passing by and remembered a question I forgot to ask”. This is a less threatening way to keep the conversation going.
Lastly, always write a thank-you note. A short and sincerely one always does the work.

Brainstorming at McKinsey

In McKinsey, we often use the word “Problem-Solving” interchangeably with brainstorming sessions. It’s a very topic-focus meeting within the McKinsey team, consisting of the consultant in-charge, the EM, and sometimes even the ED and experts.

Before the session, prepare in advance as much supporting data as possible. It will come handy in the process.Inside the White room: Start with tabula rasa — a clean slate. When you get your team into the room, leave your preconceptions at the door. Bring in only the facts, and find new ways of looking at them.

Management consulting is an interesting yet challenging job. To survive and thrive at McKinsey, here are some advices for you:

Tip 1: Find your own mentor

At McKinsey, every consultant is officially assigned a mentor, who may not be in the same office. How much you benefit from the official mentor is pretty much a matter of luck. If you want great guidance, you have to go out and get your own. Get a few too, don’t stick to just one.

Tip 2: Survive the road

Business travel can be exhausting and difficult, here are some note you can take to deal with it:

Look at business travel as an adventure.
Do proper planning. These simple logistics can make a big difference
Treat everyone with tremendous respect

Tip 3: Have a list of items to bring when traveling

Here is the list:

Clothing: extra shirts or blouses, spare ties, spare shoes, casual clothes, cashmere sweaters
Tools: writing pad, copy of whatever you send to the client, calculator
Personal care Items
Things to keep you organized and in touch

Tip 4: Treat your assistant well

Having a good assistant is a lifeline. Treat them well. Be clear about what you want. Give them room to grow. Take time to train them well. Answering their questions and showing them the ropes.

Tip 5: Have boundaries to keep your life balance

Since you have a large amount of work to cover as a consultant, there is almost no work-life balance. However, if you want a life, lay down some rules. For example:

Make one day a week to be completely free of work, both physically and mentally. Tell your boss about it! He/she will respect it. And so should you.
Don’t take work home. When you are home, you are home!
Plan long ahead, especially when you travel.

Tip 6: The 80 / 20 Rule

80% of the wealth is owned by just 20% of the population. 80% of the output can be produced by 20% of the effort. 20% of the problems can cause 80% of the trouble.

So if you wanna save time and effort. Always try to find those 20% and act upon them!

Tip 7: Don’t try to analyze everything

If you don’t take shortcuts, there is simply too much to do. Be selective. Find the key drivers. Focus on the core problem, then apply analysis. This helps avoid going down blind alleys and boiling the ocean.

Tip 8: The Elevator Test

Concise communication is crucial in consulting. Anytime the EM asks you for your workstream status, you have to be able to give him a 30 seconds summary. Short yet insightful. This skill takes practice. Try doing it every day in various contexts!

Tip 9: Pluck the Low-Hanging Fruit

Solving only part of the problem can still mean increased profits. Those little wins help you and your customers. Try to see such opportunities and grab them first.

Tip 10: Hit singles

Get your job and only your job done, don’t try to do the work of the whole team.

It’s impossible to do everything yourself all the time. Even if you manage to pull it off once, you raise unrealistic expectations and once you fail, it is difficult to get back credibility.

Tip 11: Look at the big picture

When you are feeling swamped, take a step back, figure out what you are trying to achieve, and then look at what you are doing. “Does this really matter?”

Probably not! All of these troubles will go away!

Tip 12: Just say “I don’t know”

The firm pounds the concept of professional integrity: Honesty. If you don’t know something, just say “I DON’T KNOW” in an empowering fashion. Admitting that is a lot less costly than bluffing.

“Leaving McKinsey is never a question of whether—it’s a question of when”

There are not many people who stay with McKinsey for their whole career life. In the last part of The McKinsey Way , Ethan Rasiel and other ex-McKinsey consultants share their valuable lessons and memories from working at the company.

“Structure, structure, structure. MECE, MECE, MECE. Hypothesis-driven, Hypothesis-driven, Hypothesis-driven.” – Former associate in Dusseldorf and San Francisco offices
“The quality of the people. In the corporate world, the average-caliber employee is far below McKinsey’s least intelligent.” – Wesley Sand
“What stays with me is the rigorous standard of information and analysis, the proving and double-proving of every recommendation, combined with the high standard of communication both to clients and within the Firm.” – Former associate in the Boston and New York offices
“When faced with an amorphous situation, apply structure to it.” – Kristin Asleson, New York office, 1990-93; now working in Silicon Valley
“Execution and implementation are the key. A blue book is just a blue book, unless you do something with it. Getting things done is the most important thing.” – Former EM in the New York office

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

McKinsey Comprehensive Package

Unlock all materials helping you land the next job in McKinsey!

Among MBB firms, people tend to say McKinsey is slightly better than the other two in three factors: prestige, people, practices, and offices

At McKinsey, the salary for entry-level consultants ranges from $90,000 to $110,000/year, while the figure for experienced Associates can go up to $233,000

McKinsey hiring process including 3 phases: resume screening, PST test, and case interview. Each candidate will have to undergo 4-6 interviews during 4-8 weeks

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PROBLEM SOLVING WITH THE MCKINSEY METHOD

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Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

StrategyPunk

Master the 7-Step Problem-Solving Process for Better Decision-Making

Introduction

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the situation and their corresponding impact on the issue.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

Urgency: Prioritize issues based on their urgency. Problems that require immediate attention should be addressed first.
Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact should be given priority.
Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

It is important to involve stakeholders in the prioritization process, considering their concerns and needs. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

Root cause analysis
Pareto analysis
SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. By using a combination of methods, organizations can gain a deeper understanding of the issue and make informed decisions.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria for making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information and help prioritize the solutions.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone agrees with the recommended solution and addresses concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step combines all the information gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a robust and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

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7-Step Problem-Solving Process PDF Template

7-step problem-solving process powerpoint template.

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Empower Your Problem-Solving with the Initial Hypothesis Method

April 8, 2024 By Nagesh Belludi Leave a Comment

McKinsey’s Hypothesis-Driven Approach to Problem Solving

'The McKinsey Way' by Ethan Rasiel (ISBN 0070534489)

Through this iterative process, McKinsey teams unearth hidden patterns, pinpoint root causes, and develop more robust recommendations for their clients. By grounding decision-making in sound reasoning and data-driven insights, McKinsey ensures that their solutions are not only effective but also thoroughly vetted and validated.

Get Grounded in Evidence, Navigate Problems with Structure

'The McKinsey Mind' by Ethan Rasiel (ISBN 0071374299)

Be aware of the limitations of the initial hypothesis approach, though. It may be influenced by preconceived notions or existing solutions, limiting creativity and exploration. In such cases, adopt a more exploratory approach to fully uncover and address the complexities of the problem at hand, especially when innovative solutions and fresh perspectives are required.

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Bridging the labor mismatch in US construction

The US construction sector seems set for a jobs boom. The US Bipartisan Infrastructure Law projects $550 billion of new infrastructure investment over the next decade, which our modeling suggests could create 3.2 million new jobs across the nonresidential construction value chain. That’s approximately a 30 percent increase in the overall US nonresidential construction workforce, which would mean 300,000 to 600,000 new workers entering the sector—every year.

This is a big ask for an industry that is already struggling to find the people it needs. In October 2021, 402,000 construction positions 1 Included both nonresidential and residential construction openings. Further granularity is not available from the US Bureau of Labor Statistics. remained unfilled at the end of the month, the second-highest level recorded since data collection began in December 2000.

In this environment, wages have already increased significantly since the onset of the COVID-19 pandemic, reflecting intense competition for employees, with employers offering higher pay or other nonwage benefits. Between December 2019 and 2021, construction wages grew by 7.9 percent. 2 Quarterly Census of Employment and Wages, US Bureau of Labor Statistics. Competition from other sectors for the same pool of labor is heating up, too. For example, over the same period, transportation and warehousing wages grew by 12.6 percent. The prospect of higher pay and better working conditions is already tempting experienced workers away from construction and into these and other sectors.

No end in sight

Today’s mismatches are likely to persist because of structural shifts in the labor market. The relationship between job openings and unemployment has departed from historical trends. In January 2022—two years from the start of the pandemic—the US unemployment rate stood at 4.0 percent, close to its prepandemic level of 3.5 percent. Job openings remained exceptionally high, however, with 10.9 million unfilled positions as of the end of December 2021, compared with 5.9 million in December 2019.

This labor supply imbalance has multiple root causes, some shorter term and cyclical while others are more structural in nature. For example, the pandemic brought forward the retirements of many in the baby-boomer generation, with an estimated 3.2 million leaving the workforce in 2020—over a million more than in any year before 2016. According to the American Opportunity Survey , among those who are unemployed, concerns about physical health, mental health, and lack of childcare remain the dominant impediments preventing reentry into the workforce. Research on the “Great Attrition/Great Attraction” also highlights the importance of nonwage components of the employee value proposition. Record job openings and quit rates highlight employees’ growing emphasis on feeling valued by their organization, supportive management, and flexibility and autonomy at work.

Additionally, the pipeline of new construction workers is not flowing as freely as it once did. Training programs have been slow to restart operations after pandemic-driven safety concerns led to their suspension the spring of 2020. The industry is finding it more difficult to attract the international workforce that has been an important source of talent for engineering, design, and contracting activities. Net migration has been falling since 2016, a trend accelerated by COVID-19 travel restrictions. 3 Population estimates, US Census Bureau. Between 2016 and 2021, net migration declined steadily from 1.06 million to 244,000.

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Impact on projects.

The interconnected nature of the construction value chain means that the labor mismatch generates knock-on effects across the project life cycle and supply chain. By late 2021, project owners were reporting that up to 25 percent of material deliveries to sites were either late or incomplete. In project execution, the combination of higher hourly rates, premiums and incentives, and overtime payments was resulting in overall labor costs as much as double prepandemic levels. Meanwhile, difficulty accessing skilled and experienced people was leading some owners to report project delays related to issues around the quality and productivity of on-site work.

In some US cities and their suburbs, wage growth has surpassed the level seen in core Gulf Coast counties at the height of the shale oil boom. Labor shortages in the shale sector drove wages up by 5 to 10 percent and were correlated with steep drops in productivity. The productivity of some tasks fell by 40 percent or more during shale construction peaks (exhibit), and overall productivity declined by about 40 percent per year when labor was in short supply. This forced owners to extend project timelines by 20 to 25 percent. The impact of a long-term, nationwide labor mismatch might be even more severe than the shale industry’s experience, given that oil companies were able to attract new workers from around the country.

Getting back into balance

The labor mismatch in the construction sector is bad today, and set to get worse. To avoid a decade or more of rising costs, falling productivity, and ever-increasing project delays, companies in the industry should consider thoughtful actions now.

Those actions could address three components of the challenge. First, companies could do everything possible to maximize productivity through measures aimed at improving efficiency across the value chain. Second, they could expand the pool of available labor by doubling down on accessing diverse talent and working harder to retain the employees already in their organization. Finally, they could consider making labor a strategic priority, with senior leadership attention within companies.

Improving construction productivity

Companies could access a range of levers to reduce the labor content required per job and drive to improve productivity in project development and delivery. Those levers involve changes to project designs and fresh thinking about when, where, and how work is done.

Improvements in productivity occur long before work starts on the ground. They include rigorous control of project scope, design simplification, and standardization. Increasing the use of off-site and modular construction , for example, could allow projects to capture multiple benefits, including accelerated design cycles; the greater productivity associated with industrialized, factory floor manufacturing techniques; automation; and less time spent on site.

Smarter execution management, enabled by digital technologies and analytics techniques could drive better, faster decision making during project delivery. Real-time data collection, for example, gives project managers earlier, more detailed insights about progress, allowing them to intervene more effectively to maintain productivity and keep projects on track. Intelligent simulation software allows teams to evaluate hundreds of thousands of possible critical paths, identifying approaches that could be more efficient or less risky than the conventional wisdom.

Lean construction is another proven way to drive significant and sustainable productivity improvements. Establishing a centralized, continuous improvement engine could enhance on-site execution through integrated planning, performance management, and waste elimination. Key stakeholders across the project work with a common, agreed set of key performance indicators. That allows them to address issues in real time and facilitates collaboration to reduce waste and variability work. Capability building across the planning and construction teams could help team members understand and adopt lean construction practices.

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Reimagining talent.

To ensure access to the skills they need, construction sector companies can accelerate the onboarding of recruits, boost retention by revisiting what employees want beyond wages, and invest more in developing their pipelines of future workers.

In the near term, employers could prioritize review of job applications and reduce the number of steps in both the interview and onboarding process. In the medium term, both the public and private sectors could look to reduce hiring timelines and shift to a skills-based approach when hiring.

In the medium term, retaining current staff and attracting new talent will both turn on understanding of what employees value beyond wages. Competitive wages are now table stakes, so employees are thinking about a broader set of benefits and workplace characteristics when making decisions about where to work. Research on attrition in the postpandemic workplace has shown that they are placing more emphasis on autonomy, flexibility, support, and upward mobility.

In the longer term, the construction industry can consider a new approach to talent attraction, development, and retention. Talent acquisition could begin early, through partnerships with educational institutions including universities, colleges, and high schools. These partnerships could boost awareness of the possibilities of a career in the sector and ensure future employees have appropriate skills prior to onboarding.

Companies could also look more widely for potential recruits, considering individuals who have taken alternative educational paths, such as technical degrees or hands-on experience. The Rework America Alliance , a Markle-led coalition in which McKinsey is a partner, illustrates the importance of skills-based, rather than credential-based, hiring. A skills-based perspective is key to tapping into the talents of the 106 million workers who have built capabilities through experience but whose talents are often unrecognized because they don’t have a four-year college degree. A skills-based approach could be complemented by reimagining apprenticeships to bring younger students and vocational talent into the industry at an earlier stage in their careers.

Employers could consider working with a range of nontraditional sources of talent, including veteran-transition programs, formerly incarcerated individuals, and others. Homeboy Industries provides an example of the local impact, effectiveness, and potential of working with often overlooked population segments. Moreover, identifying and attracting talent from outside the traditional paths used by the construction industry could also help it to increase the diversity of its workforce. Today, 88 percent of the sector’s workforce is White and 89 percent is male. 4 Labor Force Statistics from the Current Population Survey Database, US Bureau of Labor Statistics, accessed March 10, 2022.

Looking at labor through a strategic lens

Labor and skills shortages have the potential to slow growth and erode profitability across the construction value chain. For C-suites, there’s no other single issue that could protect against significant cost erosion. Companies could consider establishing a systematic talent acquisition and retention program, led by a C-level executive and a core part of the CEO agenda. That program could first be tasked with building a robust fact base on current and emerging labor needs and availability gaps. It could then identify a bold set of initiatives that address labor-related issues across the value chain. This exercise starts in the boardroom, but it doesn’t stop there. Leadership will likely need to be increasingly present in the field and on the job site too, celebrating and recognizing top talent throughout the organization.

The labor challenge extends well beyond corporate boundaries. Since the successful delivery of a project could be jeopardized by labor shortages in a single value-chain participant, project owners and contractors may want to adapt the structure of project relationships and contracts. Moving away from traditional contracting methods to collaborative contracts , for example, allows participants to share market risks and opportunities as a project evolves, rather than baking in worst-case estimates at the outset of negotiations.

The US construction sector is poised to revitalize, replace, and expand the country’s infrastructure. Done right, that will power inclusive growth and set up the economy for success in the 21st century. To do so, the sector will need to address its labor challenges. That calls for the application of a diverse set of tools and approaches to create better jobs, get the most out of its people, and optimize agility and collaboration across the value chain.

Garo Hovnanian is a partner in McKinsey’s Philadelphia office, Ryan Luby is a senior knowledge expert in the New York office, and Shannon Peloquin is a partner in the Bay Area office.

The authors wish to thank Tim Bacon, Luis Campos, Roberto Charron, Justin Dahl, Rebecca de Sa, Bonnie Dowling, Bryan Hancock, Rawad Hasrouni, Adi Kumar, Jonathan Law, Michael Neary, Nikhil Patel, Gaby Pierre, Jose Maria Quiros, Kurt Schoeffler, Shubham Singhal, Stephanie Stefanski, Jennifer Volz, and Jonathan Ward for their contributions to this article.

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