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Comment: Hardcover with dust jacket that has some cover and edge wear; Inspection of the rest of the book did not reveal any underlining, highlighting or marks. This is a good reading copy that has been shrink wrapped to better protect it in the warehouse.
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The McKinsey Way Hardcover


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The McKinsey Way + The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World's Top Strategic Consulting Firm + The McKinsey Engagement: A Powerful Toolkit For More Efficient and Effective Team Problem Solving
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Product Details

  • Hardcover: 187 pages
  • Publisher: McGraw-Hill; 1 edition (February 1, 1999)
  • Language: English
  • ISBN-10: 0070534489
  • ISBN-13: 978-0070534483
  • Product Dimensions: 9.3 x 6.3 x 0.8 inches
  • Shipping Weight: 1.1 pounds (View shipping rates and policies)
  • Average Customer Review: 3.0 out of 5 stars  See all reviews (123 customer reviews)
  • Amazon Best Sellers Rank: #22,228 in Books (See Top 100 in Books)

Editorial Reviews

Amazon.com Review

The McKinsey Way, by former McKinsey & Company associate Ethan M. Rasiel, provides a through-the-keyhole perspective on the way this worldwide consulting institution approaches--and solves--the myriad professional problems encountered by its high-powered clientele. His goal, Rasiel writes, is simple: to communicate "new and useful skills to everyone who wants to be more useful in their business." He then does so by explaining the highly structured, fact-based proprietary methodology that McKinseyites are taught to employ with their Fortune 100 clients, complete with details on the entire process from first considering the basic situation at hand through finally selling a solution to the appropriate powers that be.

All of the critical steps (assembling a team, managing a hierarchy, doing research, conducting interviews, brainstorming) are broken down into specific actions and fleshed out with applicable examples that Rasiel has gathered through interviews with dozens of other former McKinsey employees. The concluding sections on surviving the mythically grueling pace at the organization, known simply to insiders as "the Firm," are designed to help readers successfully tackle the similar challenges and obstacles they regularly face in their own work environments. --Howard Rothman

From the Back Cover

Penetrate the McKinsey mystique and learn the secrets of the world's most sought after consulting firm.

Praise for The McKinsey Way:

"If more business books were as useful, concise, and just plain fun to read as The McKinsey Way, the business world would be a better place."­­Julie Bick, Best-selling author of All I Really Need to Know in Business I Learned at Microsoft

"Enlivened by witty anecdotes, The McKinsey Way contains valuable lessons on widely diverse topics such as marketing, interviewing, team-building, and brain-storming."­­Paul H. Zipkin, Vice-Dean, The Fuqua School of Business, Duke University

"Apt to become the reference book on business management. With the help of The McKinsey Way, managers can approach issues they face as if they had a McKinsey expert beside them. It will certainly help those of use who cannot afford McKinsey!"­­Mord Weisler, Chairman, PRI Automation, Inc

"The closest thing to getting three years of consulting experience in three hours."­­John Alsop, President, Progress Software

"The McKinsey Way describes a course of analysis that is very powerful, well-written, and effective."­­Peter A. Brooke, Chairman, Advent International


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Customer Reviews

Summing up, the book is a must read for a business studnet aspiring to be a consultant.
Meghna Mehta
This book may be of some value to middle managers but there are so many other books which offer more and better guidance.
Robert Morris
There is almost a total lack of how strategies particular to McKinsey can be applied to solving business problems.
Nathan Stone

Most Helpful Customer Reviews

45 of 48 people found the following review helpful By Tri Suseno on December 13, 1999
Format: Hardcover
Being a management consultant myself - I found the book to be relevant but not too detailed. For instance, there should be more examples of the first 3 principles : fact based, structure of problem solving and hypothesis driven. Albeit this, it is an easy-to-read book and it does outline the pains and gains of a consultant's life with particular spotlight on the McKinsey and Co, which is undoubtedly an impressive firm. It is a great book for the uninitiated who wants to catch a glimpse at McKinsey - but it may not be as useful to insight-searching-people who have been in the industry for some time (or managers in that sense).
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35 of 38 people found the following review helpful By A Customer on July 3, 2000
Format: Hardcover Verified Purchase
This effort was a great disappointment. I picked it up hoping to find a succinct, high-value description of the Firm's proprietary approach to share with colleagues; instead I found an overwrought, verbose set of cliches, factoids, and frameworks that, at best, only superfically discuss the McKinsey way. (How important is it to know that one McKinseyite considered it vitally important to carry Coca-Cola with him on every engagement?) Rasiel packs no more than three pages of the actual "McKinsey way" into 187 pages. Light on substance and heavy on trite, generic general advice, it is difficult to believe that someone who actually worked for the Firm could deliver such a dubious effort. (Perhaps this book gives insight into why the author lasted the minimum two years at McKinsey.) To be fair, the book does offer some insight into the way the Firm works (e.g., the Rule of Threes, engagement work planning, interviewing, etc.). If you are looking for a comprehensive, informed treatment in this area, I recommend "Client-Centered Consulting."
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63 of 72 people found the following review helpful By Kanaschwiiz on May 28, 2001
Format: Hardcover
I read this book this afternoon (big print, wide spacing).
The author describes the 80-20 pattern often found in work & life (a phenomenon already familiar to most by which 80% of your business comes from 20% of your clients, 80% of your time is spent on 20% of your to-do list, etc.)
The author demonstrates this chestnut with a book that is 20% useful and fresh and 80% no-brainer advice and shameless McKinsey advertising (we are CONSTANTLY reminded of how smart and ethical all those McKinsey consultants are; all consulting anecdotes have happy endings - unless the client screwed up; real quotes: "As any good McKinsey associate would, this young man applied himself tirelessly and diligently to his task", or "Hank knew his area of the bank inside and out and was probably as smart as any member of the McKinsey team"... high praise indeed.) McKinsey's approving editors have all the subtly of China's Xinhua propaganda agency. Trouble is: many of us know people at McKinsey...
Still, the 'waterfall' chart is among the 20% that make this book worth perusing (but not buying).
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22 of 24 people found the following review helpful By Michael L. Perla on December 8, 1999
Format: Hardcover
If your looking for specific case studies or a "drilled down" discussion, you generally will not find it with this book. It does, however, give some good general guidelines for conducting research, problem solving, presenting, and client interaction. As with most general or somewhat abstract models, this book provides general principles that can be applied specifically to your current situation. For example, the processes involved in data collection, brainstorming, issue analysis, hypothesis construction, etc., can be applied to any topic in any area. I found the writing style easy to read and concise, with minimal amounts of obfuscation. Basically, it seems to me, the bedrock of the Mckinsey way is long hours, data distillation, and thorough and exhausive data collection. All told, I found it a worthwhile read.
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18 of 20 people found the following review helpful By A Customer on August 25, 1999
Format: Hardcover
If I could have given it a zero, I would have. I've worked for McKinsey for the past twelve years, and I was stunned at the lack of insight in this book. Even the few observations the author got right are out of date, as the Firm has changed quite a bit in the past few years and this author left McKinsey quite a while ago. I can't imagine how he ever sold this one to a publisher. Vaporware.
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12 of 13 people found the following review helpful By A Customer on November 17, 1999
Format: Hardcover
McKinsey has quite a reputation as a consultancy company, and I had hoped to be impressed by perhaps a great new insight or some extensive examples. Although a lot of tips are given to improve your performance as a consultant, explanations are not always clear and little background is provided. Perhaps this has to do with the fact that - of course - no real world project of McK's clients could be used as an example. The cases that are presented are not very detailed - it must be hard to come up with good and detailed case material. Often I had the idea, that the chapter (or subject) was already over by the time I just got interested. As in the chapter on putting project teams together: the author tells you that you cannot just put any group of people together, but then fails to analyse this a bit, or provide some good example of what might go wrong otherwise. And in the rare case of a detailed example, the author is not always clear. For example: the author stresses the importance of making good charts for presentations, and actually introduces a new type of chart (this much is obvious). However, I could not follow his explanation of the chart, so now I'm left with no more than a rough idea of what is meant. So, the book contains the right issues, but there it stops.
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