McKinsey program- bring with them and left behind.doc

 PAGE \* MERGEFORMAT 20 McKinsey program: bring with them and left behind From the end of 1998 to the end of 1999, the first half of the introduction of STAR McKinsey consultation process, because the final results of the implementation is not successful, so hastily withdraw troops, or even tens of millions of the resulting indirect losses. Two years later, in the Shida Group since consecutive losses, attracted the attention of the parties, the ‘McKinsey defeat STAR’ topics have also been re-excavated, and with a ‘foreign management acclimatized’ and the No doubt Beishou Chinese businessmen’s attention. The STAR Group’s internal reflection caused by a loss in the process of all aspects of the reasons, but also the implementation of ‘McKinsey’ in the process of gains and losses were also a number of review and analysis. First, management issues Eron president, said in recalling when McKinsey: STAR introduce McKinsey management consulting, in a sense is a kind of self-help behavior as well as STAR really know their own management, weak and powerless to control the operation of multi-service, We hope that through the introduction of advanced management system to curb the spread of losses, and thereby create a new development platform. 1996 Star Computer shares are listed, STAR Group, rose to a broader platform for a sudden increase in investment projects, It was reported that every board meeting, the motion has several investments need to be considered. With the investment front, elongated, all subsidiaries operating independently, management is almost out of control, resources and management keep up with the pace of enterprise development defects have been shown. From the internal point of view, with the industrial restructuring of the smooth implementation of the STAR already has everything from mainstream to the non-mainstream, from hardware to software product group, a growing number of product categories to the management requirements are also getting hi