What role did McKinsey s learning mechanism and knowledge management system play in its development?

McKinsey & Company was founded in 1926 by James O'McKinsey in the United States, ushering in a new era of modern management consulting. Today, McKinsey & Company has become the world's most famous management consulting firm, with 84 branches or offices in 44 countries and regions around the world. McKinsey currently has more than 9,000 consultants from 78 countries, all with advanced degrees from world-renowned universities.

McKinsey's current Chairman and Global President is Dominic Barton.

(1) From the case study, we can see that an effective learning mechanism has brought two benefits to McKinsey: first, it helps to develop a group of consulting experts with good knowledge and experience; The other is to constantly enrich and update the company's knowledge and information resources, provide convenient conditions for future work, and adapt to the rapid changes in the external environment. It can be seen that McKinsey's learning mechanism is the result of division of labor and cooperation.

McKinsey has handled the following five relationships: authority relationships; division of labor; communication and departmentalization; Negotiate; Programmed.

2) McKinsey leaders realize that the most successful employees in the company often have large personal networks. Therefore, the original method of knowledge transfer within McKinsey based on informal interpersonal relationships cannot be simply abolished, but should be well used as a useful supplement to the institutionalized management of formal learning mechanisms. The theoretical points are:

Design the organization as a precise and flawless machine, only talking about laws, only talking about science, only talking about reason, and not considering human nature. The enterprise organization is a group composed of people, people are not machines, it is impossible to be as accurate, stable, rhythmic as machines, people have feelings, emotions, pursuits, and instincts. While carrying out institutionalized management, it is necessary to properly handle the following two sets of contradictions and balances, that is, the relationship between "economy" and "power" and the relationship between other discipline and self-discipline.

This requires a special planner.

1. "Theory Z".

Theory Z is a management theory that is different from Theory X and Theory Y in Western behavioral science. Ouchi, a Japanese-American, proposed it in 1981 in his book Theory Z: How the American Business Community Meets Japan's Challenge. On the basis of studying the similarities and differences between the management styles of American and Japanese enterprises, Ouchi proposed that American enterprises should learn from the management styles of Japanese enterprises and combine their own characteristics to form a new management method that combines the positive aspects of the management styles of American and Japanese enterprises.

2. "The Art of Management in Japan".

The art of management in Japan, a monograph co-authored by Richard T. Pascal, a professor at the Stanford University Graduate School of Business and Anthony G. Athos, a professor at the Harvard Graduate School of Business Administration, became a bestseller after its publication in 1981 and was hailed as "one of the four classics that today's managers must read".

3. "The Road to Success".

4. "Company Culture".

The company's culture includes: corporate environment, values heroes, customs and ceremonies, and cultural networks.

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