Transnational Mgt. Case Analysis :: essays research papers

chore StatementMcKinsey & companion is a highly successful consulting firm worth over 1.8 million dollars. However, its leader Rajat Gupta wondered if the company could better utilize the experience of its employees to better serve its worldwide clients. It was obvious that McKinsey & smart set had a inviolate base of core competencies among its employees, but Gupta was unsure if knowledge development was collision its clients needs in an information and knowledge driven age. Clients hired McKinsey & go with expecting leading edge information from to assist them in their decision-making processes. Gupta felt a process was needed to develop, capture, and leverage this information which he considered an asset to the company. So, the problem lay before them on how to accumulate and store the information pronto and make itreadily available to consultants on a global scale. angle of dip of SymptomsMcKinsey & Company desired to provide state-of-the-art knowledge to its clients but before long had no means of measuring exactly how well they were doing in growth their knowledge. Employees were non being properly developed for the new direction of the McKinsey & Company. McKinsey & Company still had the ability to provide excellent advice to its Clients. However, they were not as watchful as their competitors for dealing with the upcoming technologies of the future. McKinsey & Company had experienced rapid growth. McKinsey & Company had 3,800 consultants in 69 offices worldwide. In its present state, the bulky number of employees and offices it managed in truth hindered McKinsey from effectively performing its operations worldwide. Essentially, McKinsey & Company had become too large for itself under its current architecture. Alternative SolutionsMcKinsey & Company did not desire to anticipate on its laurels and remain content with the status quo, rather they sharp sought out to find answers to their dilemmas. They realized that being a 1.8 billion do llar company did not come easily and also that without modifications they would not remain in their top position in consulting.(1) McKinsey & Company must implement a system of knowledge management in which the perfect organization is able to benefit from the sharing of knowledge between employees. This willing allow the company to benefit internally. Alternative Solution One (2) In order to measure the results McKinsey & Company must revisit their goals to develop, capture, and leverage their knowledge to better serve their clients. Alternative Solution Two Know the listening to be measured and what benefits they seek from their relationship with McKinsey & Company.