McKinsey

a model for identifying and exploiting an organization’s human resources in order to create competitive advantage. The McKinsey 7-S framework was developed by McKinsey consultants, including Tom Peters, and Robert H. Waterman, with the academic partnership of Richard Pascale and Anthony G. Athos in the early 1980s. It sought to present an emphasis on human resources, rather than the traditional mass production tangibles of capital, infrastructure, and equipment. The 7-Ss are: Structure, Strategy, Skills, Staff, Style, Systems, and Shared values (see core values).

упр., учет Маккинси, Джеймс (профессор Чикагского университета; одним из первых разрабатывал бюджетирование как инструмент управления; в 1926 г. учредил консалтинговую фирму)

упр. "Маккинси энд компани"* (одна из крупнейших консалтинговых компаний, специализирующаяся на управленческом консультировании; учреждена в 1926 г.; в настоящее время консультирует крупнейшие глобальные корпорации и более половины компаний из Fortune 1000; имеет 83 подразделения в 45 странах; формально является корпорацией, но во многих аспектах действует как партнерство)

упр. Кеничи, Омае (наиболее известный японский специалист по управлению; на родине его называют Mr. Strategy; в 1975 г. опубликовал в Японии и в 1982 г. в Америке книгу "The Mind of the Strategist", где представил свой взгляд на различия американской и японских моделей управления: американцы склонны к механистическому аналитическому процессу, а японцы более склонны к интуиции и творчеству; в 1990-х гг. занимался изучением глобализации; директор японского подразделения McKinsey)

сокр. SBU упр. стратегическая бизнес-единица, стратегическое бизнес-подразделение (направление деятельности компании или ее продукт, которые имеют отдельную миссию и задачи, в отношении которых можно составлять независимые от других направлений/продуктов планы и для которых можно вести отдельную рекламную кампанию; единица делового портфеля компании; концепция введена компанией McKinsey в 1970-х гг. в ходе консультирования General Electric)

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motiver, encourager;

∎ tax breaks will incentivize corporations to invest in their future les allègements fiscaux encourageront les sociétés à investir dans leur avenir

(b. 1938) Gen Mgt

U.S. academic and consultant. Co-developer of the McKinsey 7-S framework of corporate success, and coauthor, with Anthony Athos, of The Art of Japanese Management (1981). Pascale also originated the concept of organizational agility. Pascale and Athos collaborated with Tom Peters and Bob Waterman on the 7-S model at the management consulting company McKinsey. Peters and Waterman cited U.S. examples of success in In Search of Excellence, but it was Pascale and Athos who explored the model in greater depth, tracing many of its origins to working practice in Japanese organizations.

упр. бизнес-экран* (более сложная форма бостонской матрицы, в которой девять ячеек; на одной оси откладывается привлекательность отдельного направления бизнеса, а на другой оси возможности компании в этом направлении; чем выше обе характеристики, тем более выгодным является направление; разработана компанией McKinsey в 1970-х гг. в ходе консультирования General Electric)

упр. Питерс, Том (1942-; американский специалист по управлению; получил образование в Корнельском и Стенфордском университетах, служил в военно-морских силах США, работал советником в Белом доме и консультантом в компании McKinsey; в 1982 г. совместно с Р. Уотерменом опубликовал книгу "In Search of Excellence", которая быстро стала бестселлером; в настоящее время работает независимым консультантом)

упр. Уотермен, Роберт (американский специалист по управлению, соавтор книги "In Search of Excellence"; более 20 лет работал в компании McKinsey; настоящее время возглавляет консалтинговую компанию The Waterman Group)

1. Gen Mgt

the guiding principles of an organization, espoused by senior management, and accepted by employees, often reflected in the mission statement of the organization. Core values often influence the culture of an organization and are normally long-standing beliefs. As shared values, they are included in the McKinsey 7-S framework, and are reported in Richard Pascale and Anthony Athos’s The Art of Japanese Management in their analysis of the rise of Konosuke Matsushita.

2. HR

a small set of key concepts and ideals that guide a person’s life and help him or her to make important decisions

a management style with particular emphasis on employees and manufacturing techniques, to which the Japanese economic miracle that began in the 1960s is attributed. Japanese management practices have been studied in the rest of the world in the hope that the economic success they brought to Japan can be recreated elsewhere. These practices emphasize forming collaborations, particularly in times of uncertainty, human resources, closer superior-subordinate relationships, and consensus as a means of facilitating implementation. Richard Pascale and Anthony Athos suggested that the Japanese competitive advantage stemmed from skills, staff, and superordinate goals, the softer features identified by the McKinsey 7-S framework. Other dominant characteristics include people-centered management, loyalty to employees, just-in-time, kaizen, continuous improvement, quality control, total quality management, and the ideas of W. Edwards Deming. William Ouchi expounded Theory J and Theory Z, which demonstrated the differences between U.S. and Japanese styles of management. With the downturn in the Japanese economy in the 1990s, management practices were reappraised, and there emerged a focus on radical change as opposed to incremental improvement. Customers were offered less variety, there was a shift toward simplicity, and an alternative to consensus-based decision making was adopted, with individuals making decisions based on high-tech information systems.

(b. 1943) Gen Mgt

Japanese consultant, writer, and politician. He is the herald of Japanese management techniques in the West, arguing that the success of Japanese companies could be attributed to Japanese strategic thinking based on creativity and innovation. In The Mind of the Strategist (1982), Ohmae identified key differences between the strategies adopted by Japanese managers and their Western counterparts. He later challenged all companies to take account of globalization in their strategic planning and to focus on the relationship between business and the nation state. His recent work examines the relationship between old economy and new economy companies and identifies the basic forces influencing the new economy.

     Ohmae is a graduate of Waseda University and the Tokyo Institute of Technology, and has a PhD in nuclear engineering from the Massachusetts Institute of Technology. He joined McKinsey in 1972, becoming managing director of its Tokyo office.

(b. 1942) Gen Mgt

U.S. consultant, writer, and lecturer. Co-developer of the McKinsey 7-S framework of corporate success, and coauthor, with Bob Waterman, of In Search of Excellence (1982), which identified eight characteristics of successful companies. Peters moved the discussion of management away from the established structure of bureaucracy toward a more innovative, intuitive, and people-centered approach in which change is to be embraced, not resisted. In Search of Excellence was one of the first books to make management ideas generally accessible and his seminar presentations have earned Peters a reputation as an energetic, entertaining performer.

(b. 1936) Gen Mgt

U.S. consultant. Former McKinsey consultant, who, with Tom Peters, wrote the bestselling work In Search of Excellence (1984).