14Mckinsey_新员工培训手册（内有全部麦肯锡的工具和方法介绍)英文.ppt

包装公司应用这些激励元素,他们建造了他们称为价值系统的销售技巧(VBSS): 有一个清晰的愿景和领导解决,该公司决定解决问题的过程,涉及6个跨国技术团队,每个都有一个可信的领导人。 他们的表现措施缩小到两个方面:在输入方面,他们测量帐户计划创建和数量的计划创建和训练的人数,在输出方面,他们衡量价格和市场份额。 沟通消息,总统开始了“路演”生产和销售地点,高级管理人员出席了研讨会,通讯/公告关于于六月开始了。 组织基础设施的修改,以建立客户服务团队,全球帐户经理和一个帐户计划功能。 在人的发展方面,一个“行动学习”计划开始教人们更多关于账户的计划。 所有这些工具和活动都集中在达到一个新的水平的卓越的核心技能根据公司知道其策略是至关重要的。 帐户“行动学习”计划 跨国公司技术团队6可信的冠军 试点工作与领导的支持和建议 领导技能成为10亿美元 总统作为赞助商 输入 —项目计划 —人培训 输出 —价格 —分享 认识建筑——总统的路演 技能建设通过研讨会 强化通过根据网络公告 客户服务团队 全球帐户经理 项目计划 性能测量 沟通 远见和领导 解决问题的过程 人的发展 组织基础设施 VBSS Associates will often step up to manager roles on engagements that address organization issues and/or implement change. These engagements often involve multiple client teams. Associates assume responsibility for managing one or more of these client teams. These engagements also seek the active support of a broader set of client managers. Associates assume responsibility for developing influential relationships with critical client managers. Engagements which focus on organization issues therefore provide exceptional opportunities for associates. ASSOCIATES ASSUME MANAGER ROLES IN ORGANIZATION ENGAGEMENTS Traditional view of team roles ED/DCS Associate Client Client team Associate EM Team roles on organization engagements ED/DCS Associate Sr. client exec. Associate EM Client manager Client manager Client team Client manager Client manager Client team Client team Client team The effective associate manager serves three functions: The associate manager builds and sustains effective client teams that define, plan, and implement the change . The associate manager leads problem solving on multiple client teams. The associate manager forges a consensus of support for the change vision among critical client managers and ensures that managers maintain the energy level required to effect the change. All three functions are critical to success. However, in engagements that address organization issues and /or implement change, building and sustaining an effective team is oft